Corporate Plan 2014/15 – 2016/17

MINISTRY OF AGRICULTURE & FOOD, FORESTS AND FISHERIES CORPORATE PLAN 2014/15-2016/17 April 2014 2 1. Honourable Minister’s Foreword This government has identified agriculture as one of the key sectors to lead the country back to economic strength. It is gratifying to note that most of the deliverables identified at the beginning of 2013/14 have been met and – in most cases – exceeded. Increased production is germane to improving reliability and quality in our domestic products and our exports. Tonga has created the enabling environment to achieve long-term objectives to an extent unprecedented in the country’s history. As an example, the Agricultural and Fisheries Marketing Fund Support programme has laid the groundwork for increased exports and self-sufficiency in near future. Our institutionalized policy of engaging the private sector under our public-private-partnership scheme has encouraged greater involvement from all stakeholders. We are so grateful to our development partners for their tireless effort in contribution to the development of agriculture and fisheries in Tonga, we are enormously grateful to European Union, AusAID, New Zealand AID, the Secretariat of the Pacific Community, the Government of China, the Government of Japan, PHAMA and our principal benefactor the Food and Agriculture Organisation of the United Nations. Assistance has been forthcoming for expansion of our sheep, poultry and duck industry and for planting material to expand our production. Our programmes for the coming 2014/15 to 2016/17 period are enshrined in this Corporate Plan and will be broadly directed to strengthening the whole of the value chain by addressing such issues as post harvest handling and quality control. In addition, programmes for add value to local products through product development and the needs of the food service and tourist industries will also be addressed. We had faced significant challenges including climate change and natural disasters such as the Cyclone Ian during 2014, the uncertain outlooks for world and Tonga economy but we remain focused on delivering services, advice and where possible farm inputs in line with the Peoples’ Charter for Change and in line with budget intentions of alleviating poverty and encouraging growth. It is my sincere hope that this corporate plan document will guide us to tackle the challenges of coming years and take agriculture services to a significant level in serving the people of Tonga thus contribute to sustainable economic growth and reducing poverty. Mälö ‘aupito Sione Sangaster Saulala Honourable Sione Sangaster Saulala Minister for Agriculture & Food, Forests and Fisheries 3 2. Executive Summary The NSPF promoted as focusing on a limited number of unique government priorities, whereby there is a society in which; all Tongans enjoy higher living standards and a better quality of life through good governance, equitable and environmentally sustainable private sector-led economic growth, improved education and health standards, and cultural development. Fundamentally, there are no formal sector policies and plans for agriculture and fisheries. Tonga's first National ever Forest Policy approved by Cabinet in 2012. The Agricultural Growth Committee envisages an Agricultural Sector Plan/Policy formulated by end of 2014. Challenges and Expectations The NRBT forecasted the agriculture sector to experience weak growth of 0.8% in 2013/14 compared to a strong performance of 3.5% in 2011/12. The main challenges faced by the agriculture and fisheries sectors include;  Uncertainties in overseas markets and the changing market demand, while our ability to positively respond is restricted  Increasing costs of production due to high costs of inputs, freight, marketing  Unfavorable weather conditions impacted by Climate Change factors  Unreliable shipping schedules  High quality standards and stricter quarantine requirements for Tonga’s produce  Informal market, true value of sector’s contribution underestimated  MAFFF capacities Despite these challenges, MAFFF in collaborations with its clients and trading partners, anticipate significant improvements in the agriculture, fisheries and forestry sectors due to a number of potential initiatives:  The government initiative of T$1 million Agricultural Marketing Fund (AMF) aimed at assisting exporters in production and marketing agricultural produce overseas was a success in 2013  Squash pumpkin expected to increase productivity and export receipt in 2014 resulting from direct market access in Japan, improved farm management procedures, availability of AMF and close collaborations with MAFFF extension services  Root crops production and marketing supported by having improved processing tools at the Quarantine facilities at the Queen Salote Wharf  The Heat Treatment Force Air (HTFA) facilities at Fua'amotu is certified and operational  The Pacific Horticultural Agricultural Marketing Access (PHAMA) supply farmers with newly designed retail packaging for exports of frozen produce. In addition, support provided to upgrade the quarantine facilities at the wharf help sustain agricultural exports  New and enhanced market access will benefit Tonga’s squash and watermelons (minus fumigation), clearance to export de-topped fresh taro to Australia, and courgettes and pineapples export to New Zealand  Dialogue commenced in seeking opportunities to explore Indian agricultural produce and markets 4  Livestock production and downstream product development initiative proposed to the Chinese government  World Bank funded National Agriculture Sector Plan (NASP), which will help guide the sector in terms of identifying its vision and priorities for maximizing the contribution of agriculture (both crops and livestock) to Tonga’s economic growth and food security  Aquaculture, SMA, and farming initiatives, encouraged within MAFFF research services as well as in facilitation of foreign investment in farming of high valued commodities such as sea cucumber  The FAO co-funded Agriculture Census 2014 will provide a more up-to date statistics in which sound evidence-based decisions can be made more effectively The TSDF sets out seven primary outcome objectives that are fundamental to sustained economic growth. Three of these are relevant to agriculture and fisheries sector developments – each with their own set of strategies to achieve those objectives. In essence, linking of MAFFF strategies and development initiatives to National Outcome Objectives 1, 2 and 7 realized principally through this plan. The TEBSC aided MAFFF to reassess and confirmed three key outputs; a) OUTPUT 1: PRODUCERS PERFORMANCE - That the performances of producers (growers, livestock, forest, fisheries, exporters, processors, women, youth resource operators) is improved b) OUTPUT 2: SUSTAINABILITY - That MAFFF developed and maintain high quality agriculture (crops, forestry, livestock included) and fisheries services in order to ensure the sustainability of resources its services c) OUTPUT 3: ECONOMICS - That MAFFF services contribute positively towards improving the economic livelihood of its clients These three major outputs (sub-programs) will be the outcomes of MAFFF merging four main related activities below. Respective Divisions will perform technical activities and share the common ones with other Divisions. The four main activities are; i. RESEARCH services, ii. ADVISORY and EXTENSION services, iii. BIOSECURITY assurance and TRADE FACILITATION, and iv. BIODIVERSITY conservation The planned sector outcomes against the three main organizational outputs are as follows; a) OUTPUT 1: PRODUCERS PERFORMANCE - That the performances of producers (growers, livestock, forest, fisheries, exporters, processors, women, youth resource operators) is improved; a. That the level of adoption of scientific technologies developed by MAFFF increases 5 b. That of producers performances improved as a result of MAFFF information and media services c. That PPP mechanisms (joint committees, MAFFF-NGO , etc.) and policies (license, AMF, etc.) developed and operational on effectively d. That the exporter groups have broader opportunities to wider selection of exportable commodities for export b) OUTPUT 2: SUSTAINABILITY - That MAFFF developed and maintain high quality agriculture (crops, forestry, livestock included) and fisheries services in order to ensure the sustainability of resources its services; a. That the national biosecurity processes are developed and implemented in line with international obligations b. That there is adequate supply of local foods to feed the local population c. That the capacities of producers to produce crops and catches marine resources improves and sustained d. That the crops/forests/ livestock and marine resources are resilient to impacts of Climate Change c) OUTPUT 3: ECONOMICS - That MAFFF services contribute positively towards improving the economic livelihood of its clients; a. That the export commodities and volume increases b. That quality of equipments and services required to facilitate export is improved and sustained c. That producers have access to necessary low-interest funding to assist agriculture and fisheries operations Link to 2014-2015 government budgets. This plan, given the lateness of submission against the budget preparation processes, does not link directly into the 2014 budget framework. However, it is noted that the MAFFF new CP, in the next few months, will be realigned with new budget framework. 6 3. MAFFF Parliamentary Acts and International Obligations MAFFF Legislation updated Wednesday, 15 January 2014 Item No. English Title Tongan Title Date Commenced 2002-0005 Agricultural Commodities Export Act 2002 [1] Lao ki he Hu Atu ki Tu‘apule‘anga ‘o e Koloa Fakangoue 2002 [1] Thursday, 11 July 2002 1993-0002 Fruit Export (Buttercup Squash) Regulations 1993 [1] Ngaahi Tu'utu'uni ki he Huki Tu'a 'o e Ngaahi Fua'i'akau (Hina Patakapu) 1993 [1] Tuesday, 03 August 1993 1994-0005 amended by... Fruit Export (Buttercup Squash) (Amendment) Regulations 1994 fakatonutonu 'e he... Ngaahi Tu'utu'uni (Fakatonutonu) ki he Hu ki Tu'apule'anga 'o e Ngaahi Fua'i'akau (Hina Patakapu) 1993 Monday, 17 October 1994 1993-0001 Fruit Export (Vanilla) Regulations 1993 [1] Ngaahi Tu'utu'uni ki he Hu ki Tu'a 'o e Ngaahi Fua'i'akau (Vanila) 1993 [1] Thursday, 22 July 1993 1978-0027 Animal Diseases Act [1] Lao ki he Ngaahi Mahaki 'o e Monumanu [1] Friday, 28 September 1979 2002-0010 amended by... Animal Diseases (Amendment) Act 2002 fakatonutonu 'e he... Lao (Fakatonutonu) ki he Ngaahi Mahaki ‘o e Monumanu 2002 Monday, 22 July 2002 2010-0042 amended by... Miscellaneous Amendments (Privy Council) Act 2010 fakatonutonu 'e he... Lao ki he Ngaahi Fakatonutonu (Fakataha Tokoni) Kehekehe 2010 Wednesday, 24 November 2010 1915-0001 Birds and Fish Preservation Act [1] Lao ke Malu'i 'a e Fanga Manupuna mo e Ika [1] Saturday, 20 November 1915 1989-0020 amended by... Birds and Fish Preservation (Amendment) Act 1989 fakatonutonu 'e he... Lao (Fakatonutonu) ki he Malu'i 'a e Fanga Manu Puna mo e Ika 1989 Friday, 22 December 1989 1926-0014 Copra Act [1] Lao ki he Mataka [1] Thursday, 29 July 1926 2010-0042 amended by... Miscellaneous Amendments (Privy Council) Act 2010 fakatonutonu 'e he... Lao ki he Ngaahi Fakatonutonu (Fakataha Tokoni) Kehekehe 2010 Wednesday, 24 November 2010 1961-0007 Forests Act [1] Lao ki he Vao'akau [1] Thursday, 02 November 1961 2010-0042 amended by... Miscellaneous Amendments (Privy Council) Act 2010 fakatonutonu 'e he... Lao ki he Ngaahi Fakatonutonu (Fakataha Tokoni) Kehekehe 2010 Wednesday, 24 November 2010 1979-0005 Forest Produce Regulations [1] Ngaahi Tu'utu'uni ki he Koloa Vao'akau [1] Wednesday, 01 August 1979 1975-0010 Markets Act [1] Lao ki he Ngaahi Maketi [1] Friday, 30 January 1976 1995-0101 Market Act Notice No 1 1995 [1] Ngaahi Koloa Ke Fakatau atu 'i he Maketi Talamahu [1] Wednesday, 20 December 1995 1995-0102 Market Act Notice No 2 1995 [1] Fanongonongo Lao ki he Ngaahi Maketi [1] Wednesday, 20 December 1995 1971-0001 Market Regulations [1] Ngaahi Tu‘utu‘uni 'o e Maketi [1] Friday, 26 February 1971 1995-0100 Talamahu Market Regulations 1995 [1] Ngaahi Tu‘utu‘uni ki he Maketi Talamahu 1995 [1] Wednesday, 20 December 1995 1903-0036 Noxious Weeds Act [1] Lao ki he Ngaahi 'Akau Kovi'oku Malofa mo Tupu Vao [1] Tuesday, 04 September 1917 2010-0042 amended by... Miscellaneous Amendments (Privy Council) Act 2010 fakatonutonu 'e he... Lao ki he Ngaahi Fakatonutonu (Fakataha Tokoni) Kehekehe 2010 Wednesday, 24 November 2010 1929-0017 Proclamation of Noxious Weeds [1] Fanongonongo 'o e Ngaahi 'Akau Malofa mo Tupu Vao 'e he Palemia [1] Friday, 20 August 1926 http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/2002/2002-0005/AgriculturalCommoditiesExportAct2002 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/2002/2002-0005/AgriculturalCommoditiesExportAct2002 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/2002/2002-0005/LaokiheHuAtukiTuapuleangaoeKoloaFakangoue2002 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/2002/2002-0005/LaokiheHuAtukiTuapuleangaoeKoloaFakangoue2002 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1993/1993-0002/FruitExportButtercupSquashRegulations1993 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1993/1993-0002/FruitExportButtercupSquashRegulations1993 1.pdf 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http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1994/1994-0005/NgaahiTuutuuniFakatonutonukiheHukiTuapuleangaoeNgaahiFuaiakauHinaPatakapu1993.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1993/1993-0001/FruitExportVanillaRegulations1993 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1993/1993-0001/FruitExportVanillaRegulations1993 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1993/1993-0001/NgaahiTuutuunikiheHukiTuaoeNgaahiFuaiakauVanila1993 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1993/1993-0001/NgaahiTuutuunikiheHukiTuaoeNgaahiFuaiakauVanila1993 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1978/1978-0027/AnimalDiseasesAct 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1978/1978-0027/LaokiheNgaahiMahakioeMonumanu 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2002/2002-0010/AnimalDiseasesAmendmentAct2002.pdf 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http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/LaokiheNgaahiFakatonutonuFakatahaTokoniKehekehe2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1915/1915-0001/BirdsandFishPreservationAct 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1915/1915-0001/LaokeMaluiaeFangaManupunamoeIka 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1915/1915-0001/LaokeMaluiaeFangaManupunamoeIka 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1989/1989-0020/BirdsandFishPreservationAmendmentAct1989.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1989/1989-0020/BirdsandFishPreservationAmendmentAct1989.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1989/1989-0020/BirdsandFishPreservationAmendmentAct1989.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1989/1989-0020/LaoFakatonutonukiheMaluiaeFangaManuPunamoeIka1989.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1989/1989-0020/LaoFakatonutonukiheMaluiaeFangaManuPunamoeIka1989.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1926/1926-0014/CopraAct 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1926/1926-0014/LaokiheMataka 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/MiscellaneousAmendmentsPrivyCouncilAct2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/MiscellaneousAmendmentsPrivyCouncilAct2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/MiscellaneousAmendmentsPrivyCouncilAct2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/LaokiheNgaahiFakatonutonuFakatahaTokoniKehekehe2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/LaokiheNgaahiFakatonutonuFakatahaTokoniKehekehe2010.pdf 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http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1929/1929-0017/FanongonongooeNgaahiAkauMalofamoTupuVaoehePalemia 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1929/1929-0017/FanongonongooeNgaahiAkauMalofamoTupuVaoehePalemia 1x.pdf 7 2002-0007 Pesticides Act 2002 [1] Lao ki he Ngaahi Faito‘o Tamate Manu Maumau 2002 [1] Tuesday, 16 July 2002 1981-0024 Plant Quarantine Act [1] Lao Kolonitini ki he 'Akau 1981 [1] Tuesday, 31 August 1982 2010-0042 amended by... Miscellaneous Amendments (Privy Council) Act 2010 fakatonutonu 'e he... Lao ki he Ngaahi Fakatonutonu (Fakataha Tokoni) Kehekehe 2010 Wednesday, 24 November 2010 1995-0010 amended by... Plant Quarantine (Amendment) Act 1995 fakatonutonu 'e he... Lao (Fakatonutonu) Kolonitini ki he 'Akau 1995 Wednesday, 13 September 1995 2009-0021 amended by... Plant Quarantine (Amendment) Act 2009 fakatonutonu 'e he... Lao (Fakatonutonu) Kolonitini ki he ‘Akau 2009 Tuesday, 13 April 2010 1965-0002 Diseases of Plants Regulations [1] Ngaahi Tu‘utu‘uni ki he Ngaahi Mahaki 'o e Ngaahi 'Akau [1] Tuesday, 22 December 1964 1995-0009 amended by... Plant Quarantine Regulations 1995 fakatonutonu 'e he... File not available - Plant Quarantine Regulations 1995 Thursday, 14 December 1995 1965-0000 Infested Areas Declarations [1] File not available - Infested Areas Declarations [1] Thursday, 22 April 1965 1997-0007 Plant Quarantine (Fees) Regulation 1997 [1] Plant Quarantine (Fees) Regulation 1997 [1] Friday, 24 October 1997 1992-0012 Plant Quarantine (Squash and Vanilla) (Fees) Regulations 1992 [1] Ngaahi Tu‘utu‘uni ki he Kolonitini ki he 'Akau (Hina mo e Vanila) (Ngaahi Totongi) 1992 [1] Wednesday, 28 October 1992 1995-0900 Plant Quarantine Regulations 1995 [1] File not available - Plant Quarantine Regulations 1995 [1] Wednesday, 20 December 1995 1968-0106 Prescribed Treatment for Bunchy Top [1] Faitoo Kuo Tu'utu'uni ki he Lau Pupuiva (Bunchy Top) [1] Thursday, 26 September 1968 1903-0037 Pounds and Animals Act [1] Lao ki he Ngaahi 'a Manu mo e Fanga manu [1] Thursday, 26 September 1918 2010-0042 amended by... Miscellaneous Amendments (Privy Council) Act 2010 fakatonutonu 'e he... Lao ki he Ngaahi Fakatonutonu (Fakataha Tokoni) Kehekehe 2010 Wednesday, 24 November 2010 1989-0010 amended by... Pounds and Animals (Amendment) Act 1989 fakatonutonu 'e he... Lao (Fakatonutonu) ki he Ngaahi 'a Manu mo e Fanga manu 1989 Thursday, 14 September 1989 1929-0147 Pounds Establishment Notice [1] Fanongonongo 'o e Fokotu'u 'o e Ngaahi 'A Manu [1] Tuesday, 01 January 1929 1912-0015 Rhinoceros Beetle Act [1] Lao ki he Mongomonga Lainosolosi [1] Saturday, 21 September 1912 2010-0042 amended by... Miscellaneous Amendments (Privy Council) Act 2010 fakatonutonu 'e he... Lao ki he Ngaahi Fakatonutonu (Fakataha Tokoni) Kehekehe 2010 Wednesday, 24 November 2010 Item No English Short Title Tongan Short Title 2003-0015 Aquaculture Management Act 2003 [1] Lao ki hono Pule‘i‘o e Faama Ika 2003 [1] Tuesday, 09 September 2003 2005-0012 amended by... Aquaculture Management (Amendment) Act 2005 amended by... Lao (Fakatonutonu) ki he Pule‘i ‘o e Faama Ika 2005 Wednesday, 19 October 2005 2009-0022 amended by... Aquaculture Management (Amendment) Act 2009 amended by... Lao (Fakatonutonu) ki hono Pule’i ‘o e Faama Ika 2009 Tuesday, 13 April 2010 1915-0001 Birds and Fish Preservation Act [1] Lao ke Malu'i 'a e Fanga Manupuna mo e Ika [1] Saturday, 20 November 1915 http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/2002/2002-0007/PesticidesAct2002 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/2002/2002-0007/LaokiheNgaahiFaitooTamateManuMaumau2002 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/2002/2002-0007/LaokiheNgaahiFaitooTamateManuMaumau2002 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1981/1981-0024/PlantQuarantineAct 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1981/1981-0024/LaoKolonitinikiheAkau1981 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/MiscellaneousAmendmentsPrivyCouncilAct2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/MiscellaneousAmendmentsPrivyCouncilAct2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/MiscellaneousAmendmentsPrivyCouncilAct2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/LaokiheNgaahiFakatonutonuFakatahaTokoniKehekehe2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/LaokiheNgaahiFakatonutonuFakatahaTokoniKehekehe2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/LaokiheNgaahiFakatonutonuFakatahaTokoniKehekehe2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1995/1995-0010/PlantQuarantineAmendmentAct1995.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1995/1995-0010/PlantQuarantineAmendmentAct1995.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1995/1995-0010/LaoFakatonutonuKolonitinikiheAkau1995.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1995/1995-0010/LaoFakatonutonuKolonitinikiheAkau1995.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0021/PlantQuarantineAmendmentAct2009.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0021/PlantQuarantineAmendmentAct2009.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0021/LaoFakatonutonuKolonitinikiheAkau2009.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0021/LaoFakatonutonuKolonitinikiheAkau2009.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1965/1965-0002/DiseasesofPlantsRegulations 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1965/1965-0002/NgaahiTuutuunikiheNgaahiMahakioeNgaahiAkau 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1965/1965-0002/NgaahiTuutuunikiheNgaahiMahakioeNgaahiAkau 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1995/1995-0009/PlantQuarantineRegulations1995.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1995/1995-0009/PlantQuarantineRegulations1995.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1995/1995-0009/Filenotavailable-PlantQuarantineRegulations1995.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1995/1995-0009/Filenotavailable-PlantQuarantineRegulations1995.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1965/1965-0000/InfestedAreasDeclarations 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1965/1965-0000/Filenotavailable-InfestedAreasDeclarations 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1965/1965-0000/Filenotavailable-InfestedAreasDeclarations 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1997/1997-0007/PlantQuarantineFeesRegulation1997 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1997/1997-0007/PlantQuarantineFeesRegulation1997 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1997/1997-0007/PlantQuarantineFeesRegulation1997 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1992/1992-0012/PlantQuarantineSquashandVanillaFeesRegulations1992 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1992/1992-0012/PlantQuarantineSquashandVanillaFeesRegulations1992 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1992/1992-0012/NgaahiTuutuunikiheKolonitinikiheAkauHinamoeVanilaNgaahiTotongi1992 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1992/1992-0012/NgaahiTuutuunikiheKolonitinikiheAkauHinamoeVanilaNgaahiTotongi1992 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1995/1995-0900/PlantQuarantineRegulations1995 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1995/1995-0900/PlantQuarantineRegulations1995 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1995/1995-0900/Filenotavailable-PlantQuarantineRegulations1995 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1995/1995-0900/Filenotavailable-PlantQuarantineRegulations1995 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1968/1968-0106/PrescribedTreatmentforBunchyTop 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1968/1968-0106/PrescribedTreatmentforBunchyTop 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1968/1968-0106/FaitooKuoTuutuunikiheLauPupuivaBunchyTop 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1968/1968-0106/FaitooKuoTuutuunikiheLauPupuivaBunchyTop 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1903/1903-0037/PoundsandAnimalsAct 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1903/1903-0037/LaokiheNgaahiaManumoeFangamanu 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1903/1903-0037/LaokiheNgaahiaManumoeFangamanu 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/MiscellaneousAmendmentsPrivyCouncilAct2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/MiscellaneousAmendmentsPrivyCouncilAct2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/MiscellaneousAmendmentsPrivyCouncilAct2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/LaokiheNgaahiFakatonutonuFakatahaTokoniKehekehe2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/LaokiheNgaahiFakatonutonuFakatahaTokoniKehekehe2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/LaokiheNgaahiFakatonutonuFakatahaTokoniKehekehe2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1989/1989-0010/PoundsandAnimalsAmendmentAct1989.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1989/1989-0010/PoundsandAnimalsAmendmentAct1989.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1989/1989-0010/LaoFakatonutonukiheNgaahiaManumoeFangamanu1989.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1989/1989-0010/LaoFakatonutonukiheNgaahiaManumoeFangamanu1989.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1929/1929-0147/PoundsEstablishmentNotice 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1929/1929-0147/FanongonongooeFokotuuoeNgaahiAManu 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1929/1929-0147/FanongonongooeFokotuuoeNgaahiAManu 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1912/1912-0015/RhinocerosBeetleAct 1.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1912/1912-0015/LaokiheMongomongaLainosolosi 1x.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/MiscellaneousAmendmentsPrivyCouncilAct2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/MiscellaneousAmendmentsPrivyCouncilAct2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/MiscellaneousAmendmentsPrivyCouncilAct2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/LaokiheNgaahiFakatonutonuFakatahaTokoniKehekehe2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/LaokiheNgaahiFakatonutonuFakatahaTokoniKehekehe2010.pdf http://crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2010/2010-0042/LaokiheNgaahiFakatonutonuFakatahaTokoniKehekehe2010.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/2003/2003-0015/AquacultureManagementAct2003 1.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/2003/2003-0015/AquacultureManagementAct2003 1.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/2003/2003-0015/LaokihonoPuleioeFaamaIka2003 1x.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2005/2005-0012/AquacultureManagementAmendmentAct2005.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2005/2005-0012/AquacultureManagementAmendmentAct2005.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2005/2005-0012/AquacultureManagementAmendmentAct2005.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2005/2005-0012/LaoFakatonutonukihePuleioeFaamaIka2005.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2005/2005-0012/LaoFakatonutonukihePuleioeFaamaIka2005.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0022/AquacultureManagementAmendmentAct2009.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0022/AquacultureManagementAmendmentAct2009.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0022/AquacultureManagementAmendmentAct2009.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0022/LaoFakatonutonukihonoPuleioeFaamaIka2009.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0022/LaoFakatonutonukihonoPuleioeFaamaIka2009.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1915/1915-0001/BirdsandFishPreservationAct 1.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1915/1915-0001/LaokeMaluiaeFangaManupunamoeIka 1x.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/1915/1915-0001/LaokeMaluiaeFangaManupunamoeIka 1x.pdf 8 1989-0020 amended by... Birds and Fish Preservation (Amendment) Act 1989 amended by... Lao (Fakatonutonu) ki he Malu'i 'a e Fanga Manu Puna mo e Ika 1989 Friday, 22 December 1989 2002-0026 Fisheries Management Act 2002 [1] Lao ki he Pule’i ‘o e Toutai 2002 [1] Tuesday, 22 October 2002 2009-0020 amended by... Fisheries Management (Amendment) Act 2009 amended by... Lao (Fakatonutonu) ki he Pule’i ‘o e Toutai 2009 Tuesday, 13 April 2010 2013-0022 amended by... Tonga Defence Services (Amendment) Act 2013 amended by... Lao (Fakatonutonu) ki he Kau Tau Malu'i 'a Tonga 2013 Monday, 11 November 2013 2008 Fisheries Management ( Processing and Export) Regulations 2008 Ngaahi Tuutuuni kihe Pule’i oe Toutai (Ngaohi mo Hu Atu) 2008 Friday, 6 June 2008 2002-0015 Fisheries Management (Conservation) Regulations 2008 [1] Ngaahi Tu'utu'uni ki he Pule'i 'o e Toutai (Ngaohi mo Hu Atu) 2008 [1] Thursday, 06 June 2008 2013-0012 amended by... Fisheries Management (Conservation) (Amendment) Regulations 2013 amended by... Ngaahi Tu'utu'uni (Fakatonutonu) ki he Pule'i 'o e Toutai (Fakatolonga) 2013 Tuesday, 01 October 2013 2010-0006 Fisheries Management (Processing and Export)(Amendment) Regulations 2010 [1] Ngaahi Tu'utu'uni ki he Pule'i 'o e Toutai (Ngaohi mo Hu Atu) (Fakatonutonu) 2010 [1] Wednesday, 13 October 2010 2009 Fisheries (Local Fishing) Regulations 2009 Ngaahi Tuutuuni kihe Toutai (Toutai Fakalotofonua) 2009 Tuesday, 19 January 2010 2008 Aquaculture Management Regulations 2008 Ngaahi Tu’utu’uni kihe Pule’i ‘oe Faama Ika 2008 Wednesday, 24 September 2008 2004-0020 Fisheries Management Act 2002 Special Management Area Order [1] (GS 20 of 2004) Tu‘utu‘uni Feitu'u Malu'i Makehe Lao ki he Pule’i ‘o e Toutai 2002 [1] (GS 20 ‘oe 2004) Friday, 15 October 2004 1992-0008 Fisheries Regulations 1992 [1] File not available - Fisheries Regulations 1992 [1] Friday, 19 June 1992 2010 Fisheries (Vessel Monitoring System) Regulations 2009 Ngaahi Tu‘utu‘uni ki he Toutai (Founga Muimui’i Vaka) 2009 Thursday, 19 January 2010 2009 Fisheries (Coastal Communities) Regulations 2009 Ngaahi Tu‘utu‘uni ki he Toutai (Kolo Matatahi) 2009 Wednesday, 18 November 2009 2010 Fisheries (Limu Tanga’u) Regulations 2009 Ngaahi Tu‘utu‘uni ki he Toutai (Limutanga’u) 2009 Thursday, 26 January 2010 2013 Special Management Area Order No.25/2013 Ngaahi Tu’utu’uni Feitu’u Pule’i Makehe Fika 25/2013 Wednesday, 4 December 2013 http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1989/1989-0020/BirdsandFishPreservationAmendmentAct1989.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1989/1989-0020/BirdsandFishPreservationAmendmentAct1989.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1989/1989-0020/LaoFakatonutonukiheMaluiaeFangaManuPunamoeIka1989.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/1989/1989-0020/LaoFakatonutonukiheMaluiaeFangaManuPunamoeIka1989.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/2002/2002-0026/FisheriesManagementAct2002 1.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/PRINCIPAL/2002/2002-0026/LaokihePuleioeToutai2002 1x.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0020/FisheriesManagementAmendmentAct2009.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0020/FisheriesManagementAmendmentAct2009.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0020/FisheriesManagementAmendmentAct2009.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0020/LaoFakatonutonukihePuleioeToutai2009.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2009/2009-0020/LaoFakatonutonukihePuleioeToutai2009.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2013/2013-0022/TongaDefenceServicesAmendmentAct2013.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2013/2013-0022/TongaDefenceServicesAmendmentAct2013.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2013/2013-0022/LaoFakatonutonukiheKauTauMaluiaTonga2013.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2013/2013-0022/LaoFakatonutonukiheKauTauMaluiaTonga2013.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/2002/2002-0015/FisheriesManagementConservationRegulations2008 1.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/2002/2002-0015/FisheriesManagementConservationRegulations2008 1.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/2002/2002-0015/NgaahiTuutuunikihePuleioeToutaiNgaohimoHuAtu2008 1x.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/2002/2002-0015/NgaahiTuutuunikihePuleioeToutaiNgaohimoHuAtu2008 1x.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2013/2013-0012/FisheriesManagementConservationAmendmentRegulations2013.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2013/2013-0012/FisheriesManagementConservationAmendmentRegulations2013.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2013/2013-0012/FisheriesManagementConservationAmendmentRegulations2013.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2013/2013-0012/NgaahiTuutuuniFakatonutonukihePuleioeToutaiFakatolonga2013.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2013/2013-0012/NgaahiTuutuuniFakatonutonukihePuleioeToutaiFakatolonga2013.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/AMENDING/2013/2013-0012/NgaahiTuutuuniFakatonutonukihePuleioeToutaiFakatolonga2013.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/2010/2010-0006/FisheriesManagementProcessingandExportAmendmentRegulations2010 1.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/2010/2010-0006/FisheriesManagementProcessingandExportAmendmentRegulations2010 1.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/2010/2010-0006/FisheriesManagementProcessingandExportAmendmentRegulations2010 1.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/2010/2010-0006/NgaahiTuutuunikihePuleioeToutaiNgaohimoHuAtuFakatonutonu2010 1x.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/2010/2010-0006/NgaahiTuutuunikihePuleioeToutaiNgaohimoHuAtuFakatonutonu2010 1x.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/2004/2004-0020/FisheriesManagementAct2002SpecialManagementAreaOrder 1.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/2004/2004-0020/FisheriesManagementAct2002SpecialManagementAreaOrder 1.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/2004/2004-0020/TuutuuniFeituuMaluiMakeheLaokihePuleioeToutai2002 1x.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/2004/2004-0020/TuutuuniFeituuMaluiMakeheLaokihePuleioeToutai2002 1x.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1992/1992-0008/FisheriesRegulations1992 1.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1992/1992-0008/Filenotavailable-FisheriesRegulations1992 1x.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1992/1992-0008/Filenotavailable-FisheriesRegulations1992 1x.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1974/1974-0004/NgaahiTuutuunikiheTauhioeNaunauToutai 1x.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1974/1974-0004/NgaahiTuutuunikiheTauhioeNaunauToutai 1x.pdf 9 1974-0004 Stowage of Gear Regulations [1] Ngaahi Tu‘utu‘uni ki he Tauhi ‘o e Naunau Toutai [1] Thursday, 31 January 1974 4. MAFFF Overview The Ministry of Agriculture & Food, Forests and Fisheries plays a pivotal role in meeting the vision and achieving the challenges set by the Government of Tonga. 4.1 Vision / Impact: To develop and promote a just, fair and equitable society in which the people of Tonga enjoy prosperity, peace and harmony in meeting their aspirations in life. An island Kingdom where agriculture, fisheries & forestry contributes significantly to better living standards of all, in an economically, socially & environmentally sustainable manner. 4.2 Mission statement: To help build a better economy from agriculture, forestry & fisheries for present and future generations. 4.3 Values:  Commitment.  Honesty.  Integrity.  Accountability.  Transparency. 5. Our Clients  General Public  Lord Prime Ministers of Tonga  The Hon. Minister of Agriculture & Food, Forest and Fisheries and the Government of Tonga  Honourable Cabinet Ministers  Government Ministries  All Agriculture and Fisheries Stakeholders  Regional Organizations  International Organizations & Donor Partners (ADB, FAO, SPC, OCTA, FFA, World Bank, NZAid, AusAid, European Union & Stabex,) http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1974/1974-0004/StowageofGearRegulations 1.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1974/1974-0004/NgaahiTuutuunikiheTauhioeNaunauToutai 1x.pdf http://www.crownlaw.gov.to/cms/images/LEGISLATION/SUBORDINATE/1974/1974-0004/NgaahiTuutuunikiheTauhioeNaunauToutai 1x.pdf 10 6. Propose Organizational Structure 11 7. MAFFF Gap Analysis Specific gaps between what is currently delivered and what should be delivered are presented below by output: 7.1 Corporate Services Division Gap Analysis Output: 1.1 Timely and effective internal planning, financial & IT management system Current Situation 2013/14 Policy and Planning service is untimely and ineffective in its duties due to;  Lack ownership and understanding of MAFFF strategic planning by MAFFF staff and stakeholders  MAFFF annual reports usually submitted very late  Ineffective MAFFF policy/project formulations capacities and implementation (enforcement, monitoring, record) mechanisms  Lack coordination of MAFFF policy/project realizations system  Inadequate MAFFF policy/project learning system  Develop and review of MAFFF Regulations, Acts and Policies  No MAFFF Sector Plan Administration and Human Resources service is untimely and ineffective in its duties due to;  Inadequate capacities and mechanisms to review MAFFF performance  Inadequate administration (CEO advise, disciplinary actions, PMS, compliance etc), Human Resource (number, skills, JDs, leave, etc) and Training services (training needs, availing of training opportunities etc.)  lack management information systems to record, maintain, plan and manage MAFFF's human resources  irregular assistance offer for employees on work matters, career development, personal problems and divisional matters  lack organize employee welfare services  Lack human resource capacities for management of Agricultural Marketing Fund (AMF)  Lack capacity for Procurement activities  Ineffective work performance Statistics and Economic Section services is untimely and ineffective in its duties due to;  Inadequate MAFFF data processing and reporting capacities  Inadequate data collection  Annual or compendium statistics report not prepared nor published  SES capacities in statistics for analysis/ interpretation/compiling of data lacks  Software or database system to assist in statistical inputs/outputs lacks  Agriculture Census not done since 2001  Necessary data and information for formulation of project proposals not readily available  Lack of distribution of statistics to stakeholders Finance Section service is untimely and ineffective in its duties due to;  Ineffective financial management system  Finance reports to MAFFF divisions not updated regularly 12  Database for Financial recording & reporting not established  Inconsistency in documentation & filing systems  Untimely reconciliations  non-compliance & in-completeness of financial recording and processes  No Asset Management System  Untimely processing of Labour Wages IT and Computer Section services is untimely and ineffective in its duties due to;  ITCS human management capacities (information sharing, collating dissemination etc.) lacks  IT and computer hardware and software programs and media equipments not available and outdated  Lack of qualified IT personnel  Internet connection, wireless access point is very low  Unavailability of high level security antivirus software to protect the network system  MAFFF Website not operational  Formal long term trainings for IT (networking configuration, advanced database development, website designing etc. not available) Food Services is untimely and ineffective in its duties due to; (Food Safety Certification and certification of Food Manufacturing Business aligning to the international standard (Codex Alimentarius) is very unreliable due to the following);  No Food Legislation, Regulation or Standard to authorised the Food Safety Program.  No Laboratory for the certification of the food premises and the ongoing food safety program.  Lack of staff skills (competence) to perform the inspection and certification  Lack of management capacity Planned / Expected status 2014/15 – 15/16 Current Situation Planned/Expected outcomes Policy and Planning Section services;  Train staff to increase sense of understanding and ownership of MAFFF strategic planning  Delegate responsibilities (and leadership) and revise reporting format to assist annual reports preparations  Increase number, capacities and mechanisms for policy/project formulations  Develop policy/project realizations system  Develop policy/project learning system  Enforcement of agricultural policies/regulations  Increase understanding and ownership of MAFFF strategic planning by staff and stakeholders  Regularly consult MAFFF and stakeholders  Develop capacities of Head of Divisions to be responsible for divisional planning/reporting.  Corporate Plan documented on time and utilized by all key personnel  At least two external stakeholder conferences conducted annually  Corporate reporting formats standardized and utilized to ensure consistency and quality achieved  Up to 95% of MAFFF reports meet dead-lines and comply with respective report specifications  Up to 80% of MAFFF project/policies identified, revised, determined, analyze gap and then approved.  All of MAFFF projects/policies implemented documented (database) and communicated to HCSD and associated donors and therefore monitored and evaluated  Formulate a National Agriculture Policy (NAP) to guide the agriculture sector development  Policy guidelines shall be formulated to assist in ensuring that desired tasks are being implemented successfully  PPS restructured and facilitated with skilled human resources 13  Technical assistance requested to assist with Sector Plan  HODs submit divisional planning/reporting on time  Sector Plan report completed Administration and Human Resources Section services  Develop system to assess staff performances and compliance  Upgrade documentation, database & filing systems  Implement, document and report M&E processes  Standardize training procedures  Improve equal opportunities for overseas meetings/trainings  Organization structure review annually  Staff transferred and distribution policy review regularly  Improve capacity building and management systems  Clear management system and line of communication followed  Clear system in place and effective enforcement of PSC policy  develop clear & transparent acting policy  Effective system of preparation and submission to Cabinet  Improved management system for staff promotion, appointment, acting and recruitment  Effective rotate the workers to field of studies and expertise  Establish Agricultural Marketing Fund (AMF) to manage funds  Procurement Unit established with staff  Process the implementation of PMS  Staff performance measurement unit established and operational according to CSD set policy guidelines  MAFFF filling system upgraded, computerized (database)  CSD organizational structures and job descriptions updated, utilized, monitored and reported accordingly  Mechanisms to ensure M&E is carried out and reported formulated and submitted to CEO for directions and appropriate actions  MAFFF training programs planned, coordinated, reported and reviewed regularly through updating of training need assessments processes  Policy guidelines formulated to assist in ensuring that desired tasks are being implemented successfully  Annual meetings conducted  More number of staffs attend overseas trainings/meetings  Organization structure reviewed and update every year  Effective and efficient procurement process in place  Effective mechanism to evaluate staff performance-PMS in place  Improved staff performance Statistics and Economic Section services  Upgrade and strengthen MAFFF data processing and reporting capacities  Publish Annual or compendium statistics report  Improve SES capacities in statistics for analysis/ interpretation/compiling of data  Upgrade software or database system to ease/assist in statistical inputs/outputs  Agriculture Census to begin in mid 2014-15  Provide necessary data and information  SES restructure in 2014  Necessary training (based on TNA) of staff conducted  Qualified specialized staff recruited  Appropriate database established and implemented  Appropriate SES capital resources upgraded  All MAFFF stations, including the outer islands designated responsibilities of statistical records and reports  Annual compendium reports produced, published and uploaded into MAFFF website for public access 14 for formulation of project proposals  Liaise and collaborate with local (Government Statistics Department) and regional partners to ensure that MAFFF data processing are of high quality to assist policy decision makers  Agricultural Census is completed in 2015  Finance Section services  Establish Effective financial management system  Update reports to MAFFF divisions to assist HODs decision making processes  Establish database for Financial recording & reporting  Improve documentation & filing systems  Timely reconciliations  Compliance & completeness of financial recording and processes upgraded in line with policies and regulations  Staff capacity development  Establish asset management unit  Scandalized financial reporting format used to produce weekly/monthly/quarterly/half-year reports submitted regularly  Database established and operational by finance section in collaborations from line divisions  Filing and documents are properly stored/organized and kept in order  Policies and guidelines to facilitate compliances and completeness of records and reports formulated and implemented  Timely payment of labour wages  Updated asset management report IT and Computer Section services  Improve ITCS human management capacities (information sharing, collating dissemination etc.)  Provide and upgrade IT and computer hardware and software programs  Ensures that IT core functions aligned to MAFFF CP  Recruit qualified IT personnel  Upgrade and to improve the internet connection, wireless access point is very low  Purchases a high level security antivirus software to protect the network system  Update and operational MAFFF Website  Planned formal long term trainings for IT (networking configuration, advanced database development, website designing  Staff training on appropriate use of computer software programs relevant to respective divisional tasks conducted by MAFFF and/or partner agencies  ITCS human (software) and capital resources upgraded and function effectively  Qualified IT personnel recruited by 2014  MAFFF website upgraded, updated, launched and operational by December 2014  Inventory of MAFFF computers carried out by September 2014 and servicing schedules produced and followed regularly  IT personnel identified by each respective Head of Divisions and link with CSD IT section  Guideline for IT processes drafted and operational  Improved the potential capacity of ICT staff  Improved media production equipment Food Services  Formulate and review Food Legislation, Regulation or Standard  Establish Laboratory for the certification of the food premises and the ongoing food safety program  Food legislations, regulations, policies and work plans drafted  Food laboratory constructed and equipped  Qualified staff recruited and trained  Food Division operational 15  Recruit qualified staff and training to improve staff skills (competence) to perform the inspection and certification PERFORMANCE GAPS Gaps Consequences of gaps Inadequate consultation within MAFFF and with external stakeholders  Limited organized communications stakeholders  MAFFF plan with inadequate private sector inputs  Annual MAFFF- stakeholder conference held once a year and follow up actions usually not take place  MAFFF Extension services underperformed  MAFFF failed to work closely with stakeholders MAFFF Divisions annual reports submit very late & not consistent with set standard  MAFFF Divisions submit divisional reports very late (up to 8 months overdue) an  Most often NOT closely follow CSD proposed specifications  Lack of intermediate reporting (such as monthly/quarterly or half-yearly reports etc)  Divisions lack capacities in formal report writing  CSD lack skilled manpower  Planning unit should assigned an officer to follow up the report 3 weeks before deadline Lacking system, capacity and mechanisms for MAFFF policy/project formulations  Project/policy determination lack evidence base system and description due to  HODs responsible not keen to provide relevant information  Delegation and commitments of human resources for project and policy formulation lacked  CSD lack skilled manpower No clear system for MAFFF policy/project realizations  Projects implementation processes not communicated appropriately by responsible divisions  No clear policy guideline on planning, implementing, M&E of donor-funded projects  Lack of plans and strategies to harmonize projects components into MAFFF core functions  No specific section within CSD to M&E fisheries project No clear system for MAFFF policy/project learning  Insufficient direction and mechanism for monitoring and evaluation  No clear corporate directions on channels for projects reporting  Lack of plans and strategies to harmonize projects components into MAFFF core functions Domestic market survey captures only Talamahu Market and the Roadside stalls every Saturday  No clear directions to include the outer-islands in MAFFF domestic market survey  Responsible staff not properly trained to carry out inventory tasks  Domestic market survey reports not usually made known publicly  Lack of plans prepare outer island station to 16 undertake local market surveys and reports Ineffective advise in support of CEO for the management of MAFFF Human Resources  Staff structure and JDs not updated in alignment with MAFFF CP and structural changes  Staff performance appraisal system not operational and reports not submitted to CEO and HODs  Instructions set out in the Policy Manual not closely adhered  Lack of human resources management skills Lack communication of human resource disciplinary matters  Written reports on incidences of breaching of public employment policies not reported to appropriate authority  Improved disciplinary system for HR not understand by workers  Lack of in-house training for HR, include outer islands Relaxed performance management system  Immediate supervisors not carry out due actions thus relying on the HODs and CEO for appropriate disciplinary actions  Inadequate reporting of inappropriate behaviour Inadequate compliance with public employment policies  Staff performance appraisal never formally done.  Staff did not understand the PSC policies Ineffective coordination of training for MAFFF staff  No training plan proposed from respective MAFFF divisions thus coordination of trainings for MAFFF and stakeholders not often done systematically and according to requirements of Corporate plan  No training needs assessment carried out  Training development plan not developed for donor fund Inconsistency of providing financial reports  Lack of leadership and directions  Database system not yet introduced to appropriate staff Ineffective financial recording & reporting systems  No proper filing and documentation in place  No fling systems database  Inconsistent compliance and incomplete  Lack of leadership and directions Poor and ineffective IT services to facilitate information sharing and dissemination  Existing MAFFF website not function properly  No proper inventory of all MAFFF computers and computer systems and networks  Old computers and utilities  Limited networking and capacities  No guidelines to lead and monitor MAFFF computer operations and information sharing tasks Food Standard: Food Laboratory Accreditation : Staff Competency:  Expected – Food bill enacted as an Food Legislation, Regulation and also meet the international standard (Codex Alimentarius)  Expected - Accreditation of the Food Laboratory from a INDEPENDENT (third-party certifier) CERTIFICATIONS BODIES (ICB) 17  Expected – Staff need to exceed it capabilities to do the food safety test, food quality assurance and food quality control for all food manufacturing (business) in Tonga. Consequence of Gap between Current and Planned  Untimely services, long overdue annual and other corporate reports affect schedule of the Cabinet, Parliament and all stakeholders that directly utilize MAFFF services and reports  Policy development subjected to competing vested interests and usually driven by pressure to act quickly hence resulted in sub-standard policies and irrelevant project frameworks  Policies/projects not formulated based on sound evidence and proper technical and management inputs has a higher risk of failure  Inaccessible to implementation schedule and/or progress report make it very difficult to keep up with the progress.  The exclusion of outer-islands from domestic market survey undermines the results of the domestic market report  Misinforming of the CEO based on incomplete human resources matters may lead to inappropriate decision making and actions  Relaxed performance management system leads to increased unproductiveness of staff  Priority areas requiring appropriate trainings not done, resulting in lack of necessary skills and qualifications to enable staff to perform  Executives poorly advised on the financial status leads to ineffective utilization of funds dissatisfied stakeholders  MAFFF funds sometimes underutilized due to lack of updated information  Lost opportunities to identify/monitor/operate/prioritize revenues, expenditures movements etc resulting on dissatisfied interested parties  Non-operational MAFFF website diminishes the outsourcing of relevant technical and policy documents within MAFFF and wider public  Poor computer and IT services affect daily operations hence the expected outputs of all staff that uses computer  Dissatisfied customer faced with food poisoning may lead to mortality  No scientifically or legally based evidence to certify Food Safety, Food Quality Assurance and Food Quality Control for Tonga Food Manufacturing Problem Diagnosis: why we have the gap? Problems diagnosis for the Policy and Planning Section;  Annual report not comply with set deadline and specifications, due to substandard human skills, unavailability of written guidelines  Appropriate corporate report writing skills within CSD lacks, causes poor reports, delays in compilation and publication etc  PPU delivers significant amount of changes while donor funded projects are being implemented. This results from divisions formulating projects in isolation and without proper CEO endorsement  Inconsistency in reporting program status hindered timely and effective advice resulting in lack of balance between activities and the expected outputs  MAFFF lacking system for policy/project formulations: case studies (for new policy/project) or gap analysis (for continuing activity) due to responsible divisions not fully committed thus leaving CSD to draft  No clear system for MAFFF policy/project realization resulting from respective divisions undertaking implementation and dissemination of projects in isolation to line divisions (CSD included) and relevant stakeholders  No clear system for MAFFF policy/project learning: The established Head of Divisions tasked to undertake project/policies M&E hardly meet. As a result, it is very hard to control and influence the outputs.  Domestic market survey was undertaken by sampling survey of agricultural produce selling at Talamahu Market every Friday and the Roadside stalls every Saturday. 18  Lack of qualified staff and resources restricted survey to Tongatapu only.  The PPS is under resourced, and lack leadership to track and evaluate programs to ensure achievement of objectives.  Project managers are technically trained people with inadequate planning and socio-economic insight and training background  Long delay of Agricultural census survey due to limited resources/budget Problems diagnosis for the Administration and Human Resources Section  Inadequate capacities and mechanisms to review performance results from unavailability of updated corporate plan 2013-2016;  Performance appraisal unit not established; performance appraisal guidelines not prepared; and Job descriptions not updated etc.  Inadequate administration, Human Resource and Training services results from: no updated training need assessment report; lack of leadership within the training unit of CSD;  Inadequate advise, in support of CEO, on the management of HR results from: unavailability of Performance Measurement Procedures  Lack of communication and appropriate actions regarding human resource disciplinary matters  Relaxed performance management monitoring and assessment system due to lack of supervisory efforts from senior managers of CSD  Inadequate compliance with public employment policies  Lack of coordination and implementation of capacity building due to lack of training for staff  Delay of establishment of a “procurement unit” is due to lack of human resources/budget Problems diagnosis for the Finance and Account Section:  The lack of leadership in the finance section affects the overall financial operation due to vacant position of OIC Finance Section  Lateness in submitting of financial reports and non-conformity with desired report formats result from late submition. This problem is exacerbated by poor internet access, substandard computer systems and lack of necessary skills  Lack of collaboration between staff members and other divisions & outer islands results from: recent centralization of MAFFF finance unit; non-existence of systematic financial processes and reports  Lack of clear policy directions and guidelines to foster free flow of correct financial information to assist managers in managing government funds effectively resulting from vacant finance unit position holder Problems diagnosis for the IT and Computer Section;  The ITCS capacities to improve information sharing, collating, dissemination and dissemination greatly hindered by: non-functional website; unavailability of qualified IT to lead the section; lack of necessary technical skills within CSD; and lack of clear policy direction to guide development of proper IT system and website. (NB: Fisheries operate a sound website for over 5 years to date)  Lack of proper IT and computer tools and equipments resulting from lack of funds and inabilities to seek partner agencies funding and technical assistant  Genuine software programs not available to be used by MAFFF officials resulting from lack of funds  IT core functions not aligned to MAFFF CP due to negligence of responsible officers Potential Solutions Coordinate collaboration for Corporate Services Division.  CSD plan and implement the following to improve reporting and M&E processes o Prepare policy guidelines for corporate reporting (draft report specifications, draft policy guidelines to be followed by project implementation agencies outlining roles of key stakeholders, report to CEO and Minister) o Inform and update stakeholders of correct evidences whereby development initiatives are properly planned and implemented 19  CSD prepares clear policy guidelines to direct project implementing agencies to ensure that; o Proper policy/project formulations processes followed and implemented o There is no clear system for MAFFF policy/project realization processes whereby relevant partners are being informed and assisted o A system to enable MAFFF to attain policy/project learning outcomes is achieved (this may involve the establishment of a committee to undertake project/policies monitoring and evaluation  CSD conduct a training need assessment and a formulate a capacity building plan to; o Find out relevant training needs of the Ministry and o Prepare plans to implement training schedules as outlined by the training need assessment o Upgrade and strengthen the leadership, guidance and adequate management skill by supervisors and senior managers  CSD strengthen its Finance capacities through; o Recruitment of qualified and skilled officer-in-charge of FS o Establishment of a database to facilitate CSD financial processes o Staff trainings  CSD prepares clear policy guidelines and provide necessary resources to enable and direct OIC outer islands to include undertake domestic market survey.  To restructure CSD in order to upgrade human and capital resources in order to improve corporate directions and control, tracking and evaluation programs/projects. Further senior managers will be able to deliver appropriate decision making, evidence-base, reflecting in general direction rather than on opinion and reactive approach  CSD proposed restructuring also aims at improving human capacities and mechanisms to; o Conduct due performance assessment processes o Improve necessary training capacities aligning to CD expected outcomes o Create an environment conducive to transparency of information sharing and timely advise for CEO on technical and human resources issues o Realize and enforce appropriate policies o Restructure the staff according to their field of expertise, and areas that they have their potential at  CSD upgrade and strengthen its IT and computer services through; o Re-established and operational MAFFF website o Upgrade MAFFF computer hardware and software supplies and networking o Recruit qualified and skill officer-in-charge 7.2 Livestock Division Gap Analysis Output: 2.1 Effective development/technical support of commercial livestock and management of animal health service Current Situation 2013/14  Inadequate service provided with community/commercial farm for development/technical support, and untimely and inadequate quality service.  Number of development support program is very few and limited: current – 3 ( sheep project, biogas, China Aid duck project)  Percentage of current development program output meet the public demand – 60%  Percentage of animal health service met is low: current – 60 %  Level of complaint for livestock service is quite high: current – 5 per week 20  Inadequate resources/budget  Inadequate qualified personnel (no veterinary) Planned / Expected status 2014/15 – 15/16  Number of development support program is very few and limited: expected – 6  Percentage of current development program output meet the public demand: expected – 90%  Percentage of animal health service met is low: expected – 99%  Level of complaint for livestock service is moderate: expected – 1 per week Performan ce Gaps  Number of development support program is very few and limited: by 3 development/support program/project  Percentage of current development program output meet the public demand – by 30%  Percentage of animal health service met is low: by 39%  Level of complaint of animal health service is moderate: by 4 per week Conseque nces of Gap between Current and Planned  People prefer and request for more programs/project for promote the development of the livestock sector in term of how to attain efficient and productivity farming system  The list of people request for the current development/support program is getting higher  Piggery/poultry farmers afraid to carry on with their farming due to feed cost and less efficient production  Farmers cannot access or obtain suitable information to assist them review the productivity and efficiency of their farm  Farmers just kept their livestock for special function but not realize the cost it can create for them  Farmers really worry about the production loss due to security matter and health problem,  Those reported cases that cannot bring to the vet clinic are wait for so long to attend by, and some cases could get worse or cannot be treat Problem Diagnosis: why we have the gap Problems: Lack of propose programs to enhance the development of livestock sector by considering need and require by the public/commercial farmer. The capacity of current running program is low. Insufficient information on livestock sector. There is no local feed producing to consider for feed cost reduction, no specify regulation and long animal health program to assure better maintain production of livestock farming. The Livestock service is limited and they cannot be able to attend some cases for health and production services. Diagnosis:  The head of division has too many function and cannot take all the responsible for proposing new program and monitor the current running programs  There is no overall leadership and guidance, and no proper structure for the division to deliver the proper development/support programs and services for the public.  There is no proper system and researching services for obtaining data on livestock useful information for farmers  There is need to propose project for local feed mill, and must need a training for a local feed preparation and an animal nutritionist  There is need to extend the capacity and increase the resources for current running programs  There is need to review the livestock legislation, and promote local meat production (proposing project for an abattoir)  Lack vaccination and drenching program for animal  Lack of proper tools/outdated tools and inconsistent available of veterinary drugs and medicine  Vehicle for extension vet service often problem  Vehicle for community programs is very old  Unclear vehicle and extension operation programs 21 Potential Solutions  Design proper staffing structure with clearly delegated responsibilities  Design suitable system for collecting, obtaining and analysis data on livestock farming  Review and enhance livestock legislation to prevent random slaughtering of animal for commercial purposes  Design and develop additional propose development/support programs/project to help out with the public concern, and train certify specialty staffs according to the roles for each propose development programs:  Superior breed program  Feed mill propose project  Abattoir and meat inspection facility  Update and renew veterinary tools, drugs & medicine, & provide applicable vaccination & drenching program for prevention of risky animal disease  Implement a vehicle maintenance and replacement program  Design an organized and effective extension service program  Recruit qualified personnel  Increase budget/resources 7.3 Food Section Gap Analysis Output: 3.1 Sound regulatory environment for Food Safety aligned with Codex Alimentarius Standards. Current Situation 2013/14  Food Safety Certification is very unreliable:  Certification of Food Manufacturing Business to be fit for the international standard (Codex Alimentarius) :  Food Legislation, Regulation or Standard to authorize the Food Safety Program is due to signed by the King.  No Laboratory for the certification of the food premises and the ongoing food safety program  Lack of qualified staff (competence) to perform the inspection and certification Planned / Expected status 2014/15 – 15/16 Food Manufacturing (Business) and all the people of Tonga receives reliable and safe food for consumption. Food Standard: Food Laboratory Accreditation : Staff Competency:  Expected – Food bill enacted as Food Legislation, Regulation and also meet the international standard (Codex Alimentarius)  Expected – Establish and accreditation of the Food Laboratory from a INDEPENDENT (third-party certifier) CERTIFICATIONS BODIES (ICB)  Expected – recruit qualified staff to do the food safety test, food quality assurance and food quality control for all food manufacturing (business) in Tonga.  Expected – Upgrade the Food Section into Food Division with more qualified staff Performan ce Gaps Food Standard: Food Laboratory Accreditation: Staff Competency  No Food National Food Standard or Food Legislation  No Laboratory established to certify Food Safety, Food Quality Assurance and Food Quality Control for Tonga Food Manufacturing (business).  1 staff with Food Science Background 22 Conseque nce of Gap between Current and Planned Food Standard: Food Laboratory Accreditation: Staff Competency:  People of Tonga (consumers) may face with food poisoning and if severe will lead to death consequences.  No scientifically or legally based evidence to certify Food Safety, Food Quality Assurance and Food Quality Control for Tonga Food Manufacturing (business).  Poor reflection on the performance of the staff.  Health of consumers are in-secured Problem Diagnosis: why we have the gap Food Standard: Problems Food Bill still in now with the Crown Law waiting to be signed by the King then enacting as a Food Legislation; then enforced and regulate the Food Legislation before formulating the food regulation. Diagnosis This is beyond our control. No Food Laboratory to be Accredited: Problems No Food Laboratory due to lack of resources/budget. Diagnosis There is no special responsible staff to handle this profession due to there is no clear leadership and guidance, and no system for problem solving and decision-making and for the rest of the staff. The manager has too many outside commitment on their time and is not well trained in corporate planning and staff management Staff Competency: Problems Staff had lack of skills to certify Food Safety, Food Quality Assurance and Food Quality Control for Tonga Food Manufacturing (business). Diagnosis There is limited number of trainings for Food staff on Food Safety, Food Quality Assurance and Food Quality Control. Potential Solution Themes Follow-up with Crown Law the Food Bill to be Gazette. Design proper staffing structure with clearly delegated responsibilities. Staff trainings or attachment on : Dairy Testing and is accredited to perform the following tests in a wide range of dairy matrices: Aerobic plate count; Coagulase positive Staphylococcus aureus; Coliforms; Presumptive E coli; Listeria monocytogenes Salmonella; Mesophilic aerobic spore count; Thermophilic Aerobic Spore Count; Yeasts and Moulds Meat and Meat Product - Microbiological Tests and accredited to perform the following microbiological tests: Aerobic Plate Count at 30°C; Escherichia coli; E coli 0157:H7; Staphylococci (coagulase positive); Salmonella Listeria monocytogenes; Clostridium perfringens; Sulphite-reducing anaerobes Meat and Meat Product - Chemical Tests and accredited to perform proximate analyses on Meat and Meat products including Meat and Bone Meal. The tests include: Ash; Carbohydrate; Fat; Moisture; Protein Food Chemistry: and accredited to perform proximate analyses on: Nutritional analyses (e.g. protein, moisture, fat, ash, dietary fibre, saturated fat and sugars, carbohydrates, energy, etc) Metals (e.g. Cu, Fe, Pb, Al, Se, Zn, Mn, Ca, Mg, Na, K, P, As, Cd, etc); Vitamin testing (raw material, finished product) Fatty acid profiles; Omega-3 polyunsaturated fatty acids (EPA and DHA); Nitrate / Nitrite; Sugar profiles; Foreign matter 23 Meat testing (LAS); Water testing; Allergen testing; Food Microbiology and accredited to perform the following microbiological tests: The range of bacteria we can identify in foods are listed below: Aerobic plate count; Total coliforms; Faecal coliforms; E coli; Staphylococcus aureus; Salmonella; Listeria species. and Listeria monocytogenes; Bacillus cereus; Yeasts and moulds; Campylobacter; Clostridium perfringens; Lactic acid bacteria General food testing for all manufactured food and ingredients; Water Testing - potable supplies; Legionella testing Shelf life studies; Shellfish testing (to USFDA accreditation); Meat testing (LAS); Specialized honey testing Food Safety and Auditing in: Verification testing for HACCP programmes; Investigation of food safety issues; Full Ministry of Health approved contracted auditors for totally independent advice on HACCP and FSP plans; 1 staff trained for Agroscience in: Pesticide residues Ceramicware in: Leaching Test; Porosity Test Output: 3.2 Effective research for a new food products processed or semi-processed for export markets and import substitution, value added and food quality. Current Situation 2013/14 FOOD PRODUCT DEVELOPMENT Food product development is not marketable recognized: Current – Most of the product develop is not tested in the market whether it was viable; not recognized the potential crops for research to be based. Planned / Expected status by 2014/15- 15/16 Recognized a potential value added products from agricultural products and convinced Food Manufacturing (Industry) Plant to adopt. Market Research: Product Development : Market Trial: Expected – Identify potential crops for research to be based and also the requirement of the market access. Expected – Create a professional value-added product nearly meet the international quality and standard. Expected – Distribute into the local market and if it was successful then try the export market. Performan ce Gaps Market Research: Product Development: Market Trial: No Market Research Not enough staff and skills to do this activity Product was not put into the market trial Conseque nce of Gap between Current and Planned Market Research: Product Development: Market Trial: Not enough information to regulate potential crop need to be produce. Livelihood of the Tongan people decline due to nothing produce in their hand to generate income and export to assist our economy Poor reflection on customer needs Problem Diagnosis: why we have the gap Market Research, Product development and Market Trial Problems Not enough money to conduct the survey such as domestic and international travel. Not report the market survey to notify the customer needs. Need a forecast situation on that product e.g. after the corporate plan duration need to formulate a tangible prototype product. Diagnosis Not have enough skills to perform this profession. There was need for a Food Technologist (MSc) to accomplish with this profession. Not enough staff to assist the work and limit of the skills for food technology http://en.wikipedia.org/wiki/Hazard analysis and critical control points 24 Potential Solution Themes Design proper staffing structure with clearly delegated responsibilities. 1 Senior Food Officer; 1 Food Officer; 3 Technical Grade 2 Officer Develop and implement a training programme staff to ensure they understand their roles and responsibilities. Instigate initial intensive training, and then provide regular annual training to keep skills up to date. Search for a training in : Advanced Food processing, Epidemiology and Biostatistics, Food Commodities, Food Engineering, Food Product Development Research Dissertation Output: Develop and promoting of a healthy eating public awareness program on food nutrition. Current Situation 2013/14 Food Nutrition and healthy eating is not effective: Create of Healthy Eating : Current - Start to create a healthy portion. Start to monitor the BMI, Blood Pressure and Blood Glucose of the Ministry Staff and let them know the influence of nutrition or diet for this entire factor. Planned / Expected status by 2014/15 – 2015/16 People of Tonga receive healthy food and right portion for consumption. Healthy Nutrition: Public Awareness : Staff Competency: Expected – Calculated the right portion of food or Adequate diet for individual, family and communities depend on their weight and best possible diet they have. Expected – Let the people know the right portion, best possible diet or food to consume and its influences to the body metabolism. Create a Guide or pamphlets for the weight loss client. Expected – Staff need to exceed the capabilities or the level proficiency in food science, dietetics, or nutrition. Performan ce Gaps Healthy Nutrition: Public Awareness : Staff Competency: Lack of resource/ vehicle to monitor their activity on time. Lack of qualified staff to work for this objective. Lack of TV, Radio and Newspaper advertisement to let the people aware of Nutrition and Adequate diet Lack of staff skills to do this job; need training Lack of qualified personnel. Conseque nce of Gap between Current and Planned Healthy Nutrition: Public Awareness : Staff Competency: Continuing elevated the NCD from poor nutrition and wrong portion of food to consume. People have limited ideas of the right proportion and type of food to eat. Poor staff performance Problem Diagnosis: why we have the gap Healthy Nutrition: Problems Level of people is vulnerable for NCD are still in high ranked Diagnosis. Tongan Food Habits doesn’t change, need to break that ideology. Public Awareness: Problems: Messages not reach people or client. Diagnosis The correlation with the Information and Extension Department of MAFFF was very weak so that they can transfer the message to reach the people or client. Staff Competency: Problems Staff had lack of skills in Research Methods in Food & Nutrition, Food, Nutrition and Health, Statistics course and Seminar. Diagnosis There is no training for Research Methods in Food & Nutrition, Food, Nutrition and Health, Statistics course and Seminar. 25 Potential Solution Themes Promote healthy food intake through design the adequate diet for people in relates to his/her Weight, Basal Metabolic Rate, and Balanced between the input energy and the output energy. Develop a pamphlets include the activity above and deliver for the people to used. Design proper staffing structure with clearly delegated responsibilities. Develop and implement a training program staff to ensure they understand their roles and responsibilities. Instigate initial intensive training, and then provide regular annual training to keep skills up to date. Search for a training Research Methods in Food & Nutrition, Food, Nutrition and Health, Statistics course and Seminar. 7.4 Quarantine & Quality Management Division Gap Analysis Output: Efficient quarantine and quality management operations for agricultural commodities, consistent with international quality standards for sustainable protection of domestic plants and animals (and their products), and protection against exotic threats to the agricultural industry Current Situation 2013/14 Quarantine operations being carried out but with many challenges and with limited resources available, but there is potential for improvements in terms of efficiency and effectiveness of efforts to achieve the desired/planned output - nature of quarantine operations means flexible and overtime work but staff not being properly and timely compensated - dubious boundary & domestic pest surveillance & detection system - Current export pathways not utilised to its full potential - Poor cooperation between QD and regional/international partners in developing & implementing SPS protocols - need improvements especially stakeholder dialogue and action on marketing & production issues - Lack of cohesive agricultural trade undermining effective management of SPS issues -Limited capacity to meet regional and international agencies’ requirements and to improve local SPS human and capital resource base Planned/Expected status 2014/15- 2015/16 Improved and reliable border protection and pest surveillance system for Tonga for safe movement of agricultural products to and from international trading partners. -improve staff morale by timely compensation of overtime work - improve inspection procedures at port of entries and other outlets for overseas consignments. - improve pest risk reduction efforts through establishment of HACCP certified facilities -improve relations with regional and international partners in developing and implementing of quality standard protocols - coordinate private-public stakeholder market access efforts. Expected – Overtime paid fortnightly/on time Expected – Sufficient personnel to man all cargo outlets Expected – Quality management section for QQMD will be staffed and effective operation Expected – Non – compliance for exports will be reduced by 50% in first year Expected – Two graduates will be employed to enhance border services Expected - To avail appropriate personnel for SPS commitment Expected – Stronger collaboration with major international partners on SPS Expected - Established private-public stakeholder 26 - organize agricultural trade efforts market access system Expected – Increased Funding sourced for enhancing local SPS capacities Expected - Performance Gaps -  Overtime can be delayed up to 2-3 months  Insufficient number of staff to man all outlets  Only two graduates in the division  Staff insufficiently trained to sustain export pathway compliance  Insufficient collaboration with international partners.  Lack of funding and training opportunities for capacity building  Current export pathways experience non- compliance  Lack of private sector led agricultural production and market access groups  Lack of facilities and equipment to cater for effective border protection Consequence of Gap between Current and Planned  Under performing quarantine service undermine border protection, surveillance and safe movement of agricultural products to and from international trading partners, resulting in introduction of new pests or diseases which may decrease production and exports.  destruction of current agricultural enterprises by introduced/exotic pests & diseases of plants & animals leading to low productivity/production and decreased exports Problem Diagnosis: why we have the gap Problems:  Poor planning of activities and operations to match the limited budget and available resources  Lack of critical resources and infrastructure to operate an effective quarantine operations Diagnosis:  services currently under resourced and requires improvement in the structure to ensure effective service delivery.  the manager lacks suitable backup and support in terms of personnel  structure vaguely reflect the operations  limited staff incentives like timely promotion and overtime compensation  inappropriate in-service training opportunities  lack proper critical operational equipments and facilities  need to update/revise current import conditions, quarantine agreements & operations manual Potential Solutions  Improve staff performance of Q operations thru recruitment of qualified staff & training of existing staff  Increase budget allocated to staff overtime due to nature and flexibility of working hours  Increased budget and ease of access to funds to acquire specialised Biosecurity equipments for effective quarantine operations  Establish a system of operation to closely monitor compliance with international standards  Ensure that the structure will reflect an effective operation. 27  Update quarantine records of trade and coordinated with other sources of data (Customs) by having a specialized section for records etc 7.5 Forestry Division Gap Analysis Output: Review, Implement, monitor of National Forestry strategic development plan for sustainable management of forest and tree resources. Current Situation 2013/2014 Policy and Planning o No national strategic development plan o No public awareness activities on policies and code of practices o Obsolete Forestry legislation o No information on status of forestry resource o Absence of proper national forestry strategic development plan o Understaffed o Lack of qualified staff o Too much transference of qualified staff to other divisions/sections Administration o The division is understaffed to fulfill all the administration and finance activities. Nursery Productions sections o Understaffing. o Nursery shade and watering system very old and worn out. o Shortage of seeds and planting materials. o Insufficient budget allocation for nursery operation. o Lack of nursery skills o Absence of proper seedling production target Extension and Development o Absence of forestry extension services o No public awareness programs o Lack of skill in extension services o Lack of collaboration within ministry o Lack of government commitments o Lack of enforcement of forest policy Conservation & Research o Understaffed o Lack of information & data on conservation o Lack of awareness o Lack of collaboration with relevant ministries o Lack of government commitment o Lack of enforcement of forest policy Planned/Expected status 2014/15- 15/16 Lack Administration / Policy / Planning in the Ministry of Forestry Current Status Seek TA to formulate National Strategic Plan Carry out awareness on National Forest Policy to stake holders every quarter Review Forest legislation Prepare and implement Sandalwood harvesting regulation Review sandalwood License fee Quarterly - Provide technical training and skills to staff Forest Management Quarterly - Carry out awareness on Code of Practice to stakeholders 28 Twice a month - Regular monitoring of ‘Eua pine plantation and harvesting Enforce Code of practice Twice a month - Promote enrichment replanting of harvested area Weekly during harvesting season - Close monitoring on sandalwood export Enforce sandalwood harvesting regulation Monitor Timber production & treatment plant Extension & Development Full capacity & species diversify – 3 existing Nursery production. Throughout Tonga - Increase in practice of Agro-forestry system Publications, posters, news letter, pamphlets, articles, trainings and workshops – Information resources Once a month – TV program, radio program, exhibitions and attending village meetings. Throughout Tonga – Involve with farmers group, youth groups and women development group in facilitating them with their forestry programs. Once a year - Farmers household questionnaire survey Promote forestry community projects in tree plantings Produce 500,000 seedlings - Promote tree planting on tax allotment, backyard garden, hazard areas for food security, export, commercial value, nutritional value, import substitution Conservation & Research Once per month - Monitoring of National Park Once per month - Monitoring of water catchment areas Once a month – Provide awareness program on Forest Protected Areas Twice a month – Carry out Forest surveillance Enforcement of breach forest protected area act. Increase seedling production by ¾ to full capacity - Nursery production All degraded & hazard areas - enrichment planting All local & exotic potential species - genetic conservation. Fully established, maintained and used for educational - Demonstration plots Upgraded and maintain for research purposes – Trial plots Upgraded and maintain for genetic germplasm - Gene pool plots Performance Gaps Analyze and identify shortcomings between what should be and what is delivered. Lack of resource/budget/qualified personnel to implement planned activities. Lack of public awareness programme Lack of policy/regulations formulation/review Inconsistent supply of seedlings Weak PPP relationship Lack of direction and guidance Poor enforcement of legislations/regulations Weak internal cooperation Consequence of Gap between Current and Planned National forest policy still unknown to the stakeholders Sandalwood harvesting out of control Nursery production still insufficient to meet the high demand of people and too low to meet the normal revenue target Agro-forestry practices is reduced with more mono-cropping system High declining of indigenous and exotic potential species Many established plots abandoned and wasted Unsustainable system of managing the projects/trials, etc 29 Problem Diagnosis: why we have the gap Problems: Understaffed Lack of funding Lack of equipments/resources Diagnosis: The Division has four major programs which require human resources, funds and equipment and transport to be operational. This can be broken into several sub-problems:  There is not enough staff to be allocated to all operation al program including highly extensions and policy / planning to fulfill the overall divisional output.  There is not enough vehicles to be used to carry out all the four major programs.  There is insufficient funding allocated to carry out the program.  There is lack of equipment to improve the nursery production. Potential Solution  Staff development/training, attachments, etc  Increase budget to fund the operational program and equipment & materials to upgrade existing major nurseries.  Recruit qualified staff  Improve staff management/relation  Improve public awareness program  Coordinate and coop with Extension Division 7.6 Research Division Gap Analysis Output: Effective generation of appropriate agricultural technologies /scientific research for development/technical support for commercial intensification of crops Current Situation 2013/14 Integrated research approach to crop production to support sustainable intensification of high-value crops and increased food crop diversity (to enhance food security) to adapt to changing climatic conditions (establishment of germplasm collection for major traditional and exotic food crops as a source of planting materials) -Lack support system for sustainable intensification and production of high-value crops -Outdated pest and disease management approach -Traditional food crops are diversely scarce -limited ability to provide crop disease diagnostics -limited capacity in terms of staff researchers and specialized research infrastructures to generate data and information 30 Planned / Expected status 2014/15- 15/16 Lack support system for sustainable intensification of crop production Expected: To strengthening integrated crop management research in support of sustainable intensification of high-value crop production - through development of an effective co-ordination and information-support systems for intensifies horticulture -Inoperative and ineffective pest and disease management approach in support of sustainable intensification of high-value crop production Expected: To strengthening integrated crop management research in support of sustainable intensification of high-value crop production - through diagnose emerging pest and disease problems and develop management tactics -Traditional indigenous food crops are scarce and food source are insecure. Expected: To conserve and promote food crop diversity to enhance food security in changing climate thorough establishment of germplasm collection of major traditional exotic food crops as a source of plant material. -Lack crop management research in support of sustainable intensification of high- value crop production - through provision of specialize diagnostic services. Expected: To strengthening integrated crop management research in support of sustainable intensification of high-value crop production - through provision of specialize diagnostic services. -Lack integrated crop management strategies to support the sustainable intensification of high-value crop production for export and domestic markets. Expected: To develop integrated crop management strategies to support the sustainable intensification of high-value crop production for export and domestic markets Performance Gaps The expected output ‘is to provide entomology research work 100% at MAFFF entomology labs at Vaini Research Station. The current operation is an average of 15% capacity. This is a performance gap of 85% capacity. The planned output ‘is to provide agronomy research work with 100% support of MAFFF agronomy lab. The current approach is an average of 20%. This is a performance gap of 80%. The propose output is to restore soil test and analysis activity 100% at MAFFF Research Station. The current operation is 10%. This is a performance gap of 90%. The future output is to provide specialized diagnostic services 100% at MAFFF research station. The current process is 40%. This is a performance gap of 60%. 31 Consequence of Gap between Current and Planned The poor quality research work will provide poor quality information which means a poor quality and unreliable service given by MAFFF to farmers and stakeholders. As a result, impaired agricultural production affecting food security and exports. MAFFF will continue to have poor image to the public. Problem Diagnosis: why we have the gap Problems: The government was unable to bear the cost of maintaining MAFFF Research labs and all the labs with the equipments are broken down and obsolete. The staffs for MAFFF Research not properly utilized to place the right people at the right job at the right time. Diagnosis The Research Station is badly maintained, under resourced, and poorly managed. There is no overall leadership and poor commitment by staff. This can be broken into several sub-problems:  the manager is an excellent technical personnel, however, lacks corporate planning and staff management  there is no overall leadership and guidance, and no system for problem solving and making peace between staff  the research equipment is old and unreliable. Lab technician are unable to do research activity - there is no proper replacement or maintenance program  the data are badly collected/recorded and out of date, so the manager decision making is inefficient and waste time and ineffective  the laboratories room badly maintained. There is no equipment and no organized system for support service  Lack coordination and planning, staff do not understand what to do, and become naive Potential solution  To employ a farm manager job to carry out management job for the research station.  Restore all laboratories at Research station.  Improve human resource capacities.  Improve management and planning system and capacity.  Improve data recording and sharing system.  Improve relation with other MAFFF divisions and stakeholders. 7.7 Extension, Women Development & Information Division Gap Analysis Output: Effective delivery and dissemination of appropriate scientific knowledge, information and cultivars/breeds/species/technologies for commercial production and development 32 Current Situation 2013/14 Extension Service:  Lack operational system design to collect and evaluate data in order to determine farmers program needs  Lack working system coordinated for quality advice, and active participation in community activities and organizations such as district and country agricultural show events and industry show.  Lack working system for proper maintenance of records of services provided and the effects of advice given.  Lack coordination and operational system to make available the research information requested by farmers.  Insufficient implementation of field demonstrations of new products, techniques, or services.  Lack human and transport capacity and plan to make regular visits to farmers.  Ineffective advice gives to farmers and demonstrates techniques in areas such as feeding and health maintenance of livestock, growing and harvesting practices, and financial planning.  Lack collaboration with producers in order to diagnose and prevent management and production problems.  Lack agricultural research, analyze data, and prepare research reports.  Untimely dissemination and provision of technical advice for farmers/stakeholders.  Communication problems, e.g. telephone/mobile etc...  Lack of cooperation within MAFFF.  Lack reporting and planning skills Information Services:  Insufficient operational system, capacity and skill to collect and evaluate data in order to determine farmers and stakeholders needs.  Lack working system aim to prepare and distribute leaflets, pamphlets, and visual aids for educational and informational purposes.  Lack communication/cooperation among divisions of MAFFF.  Inadequate equipment and tools for production of leaflets, pamphlets, and visual aids for training and informational purposes.  Lack available of appropriate trainings to improve quality of service Women and Community Development Services:  Lack sound expertise in nutrition, home management and farming techniques  Lack collaboration with health service in order to advise individuals and families on home management practices such as budget planning, meal preparation, and time management  Lack clear operational system for women and community services  Lack of appropriate skill e.g. sewing machine repair and maintenance  Lack proper tools and equipment for women services  Untimely service provided  Lack food technology skill  Home gardening - inconsistent supply of vegetables seedlings  Lack budget for community service, e.g. cooking training  Lack mobility women /community services  Lack coordination/planning women services Planned / Expected status 2014/15-15/16 Extension Service:  improved operational system design to collect and evaluate data in order to determine farmers program needs  Improved working system coordinated for quality advise, and active participation in community activities and organizations such as district and country agricultural show 33 events and industry show.  improved working system for proper maintenance of records of services provided and the effects of advice given  Improved coordination and operational system to make available the research information requested by farmers.  Sufficient implementation of field demonstrations of new products, techniques or services  improved plan to make regular visits to farmers  Ineffective advise for farmers and demonstrate techniques in areas such as feeding and health maintenance of livestock, growing and harvesting practices, and financial planning.  improved collaboration with producers in order to diagnose and prevent management and production problems  improved agricultural research, analyze data, and prepare research reports  Timely dissemination and provision of technical advice for farmers/stakeholders.  Improve communication within Extension services, e.g. telephone/mobile etc...  improved of cooperation within MAFFF  improved reporting and planning skills  Increase budget/seek donors Information Services:  Sufficient operational system, capacity and skill to collect and evaluate data in order to determine farmers and stakeholders needs  improved working system aim to prepare and distribute leaflets, pamphlets, and visual aids for educational and informational purposes  improved communication/cooperation among divisions of MAFFF  Adequate equipment and tools for production of leaflets, pamphlets, and visual aids for training and informational purposes  improved available of appropriate trainings to improve quality of service Women and Community Development Services:  Improved proper training in nutrition, home management and farming techniques.  Improved collaboration with health service in order to advise individuals and families on home management practices such as budget planning, meal preparation, and time management.  Improved clear operational system for women and community services.  improved of appropriate skill e.g. sewing machine repair and maintenance  improved proper tools and equipment for women services  Timely service provided  improved food technology skill  Home gardening - inconsistent supply of vegetables seedlings  improved budget for community service, e.g. cooking training  improved mobility women /community services  improved coordination/planning women services Performance Gaps Analyze and identify shortcomings between what should be and what is delivered. Extension Service:  The future need is to improved farmers program. The current operational system for determination need of farmers is on ad hoc basis or other words, not base on information recorded from working with farmers and stakeholders. The requirement is a movement from opinion base to evidence base system.  The future objective of MAFFF Extension services is to provide quality advice, and active participation in community activities and stakeholders such as DAC, district farmers’ council and country agricultural show events and industry show. The current standard of advice is generally base on out-of-date information and some individual opinion. Recording issues from participation in community activities and stakeholders meetings, such as DAC, district farmers’ council and country agricultural show events and industry show and arrange that information into a meaningful form which facilitate decision maker is suggested.  The propose standard for Extension services call for proper maintenance of records of services provided and the effects of advice given. The current Extension service lacks operational system that supports the recording and maintenance of that information. 34  The future requirement for Extension services need close collaboration between Extension services and MAFFF research, to improved timely availability of the information requested by farmers. The current movement of information from Research to farmers is not working.  The future requirements for publicly exhibit new products, techniques or services to stakeholders/farmers require field demonstration of that new products, techniques or services. The current practice undermine those methodology  The future intends of Extension services are to improved plan and make regular visits to farmers. The current practice still make plan and visit to farmers but at an undesirable rate due to human capacity and other available resources such as transport and other equipment.  The future intend of Extension services is to improved collaboration with producers in order to diagnose and prevent management and production problems. The current Extension operation system is on a reactive mode rather than a proactive one.  The future intention of Extension services is to improved agricultural extension service, timely dissemination, technical advice, data analysis, planning and preparation of advisory/farm reporting skill. The current standard of data analysis, planning and report writing skill is very much need assistance.  The future intend of Extension service is to improve communication within Extension services, e.g. telephone/mobile etc...The current communication system lacks partnership with farmers/stakeholders.  improved of cooperation within MAFFF Information Services:  The intention of Extension Information service is to establish operational system, capacity and skill to collect and evaluate data in order to determine farmers and stakeholders needs. The current practice is lack operational system to support collection and evaluation of data in order to determine farmers and stakeholders needs.  The aim of Extension Information service is to strengthen working system to maintain preparation and distribute leaflets, pamphlets, and visual aids for educational and informational purposes. The current regime required strengthening working system  The future objective of Extension Information service is to improved communication/cooperation among divisions of MAFFF. The current operational system undermines communication/cooperation among divisions of MAFFF.  The intention of Extension Information service is to provide adequate equipment and tools to improve production of leaflets, pamphlets, and visual aids for training and informational purposes. The current production of leaflets, pamphlets, and visual aids for training and informational purposes is not up to standard.  The intention of Extension Information service is to acquire appropriate trainings to improve quality of information service. The current information service lack technical skill conducive to quality information service. Women and Community Development Services:  The future initiative of Women and Communities Development services is to improved proper training in nutrition, home management and farming techniques. The current Women and Communities Development services lack proper skill in nutrition, home management and farming techniques.  The future initiative of Women and Communities services is to improved collaboration with health service in order to advise individuals and families on home management practices such as budget planning, balance meal preparation, and time management. The current Women and Communities Development services lack partnership with health services.  The future initiative of Women and Communities services is to improved clear operational system for women and community services. The current Women and Communities Development services lack clear operational system.  The future initiative of Women and Communities services is to improved of appropriate skill e.g. sewing machine repair and maintenance. The current Women and Communities Development services lack appropriate skill.  The future initiative of Women and Communities services is to improved proper tools and equipment for women services. The current Women and Communities Development services lack internal business capacity.  The future initiative of Women and Communities services is to improve timely service provided. The current Women and Communities Development services lack timely service.  The future initiative of Women and Communities services is to improved food technology skill. The current internal business process lacks food technology skill.  The future aim for Home gardening task is to consistently supply of vegetables seedlings for households. The current Women and Communities Development services lack capacity to consistent supply of vegetables seedlings.  The future initiative of Women and Communities services is to improved budget for community service, e.g. cooking training... The current Women and Communities Development services lack budget to support cook training. 35  The future initiative of Women and Communities services is to improved mobility women /community services. The current Women and Communities Development services lack capacity to mobilize service.  The future plan of Women and Communities services is to improved coordination/planning women services. The current Women and Communities Development services lack planning for efficient use of resources and avoid staff naive. Consequences of Gap between Current and Planned  Poor quality and untimely agricultural extension services which disappoint farmers and stakeholders. Dissatisfied commercial farmers who face lost business opportunities.  Households unhappy and complaining to politicians about food insecurity  Poor reflection on the government undermines it ability to deliver service more effectively  Investment in agriculture sector is unclear and employment may be undermined.  Difficult to for the growers to produce and may affect food security and export.  At short-run will impair agricultural production and as a result put food security and export at risk, besides that, will also undermine the achievement of our divisional deliverables. At the long-run, will affect the achievement of our divisional agreed output. As a result have an effect on the achievement of MAFFF agreed outcome, national outcome and national vision.  As a consequence, our sponsor which is the government will be also displease and may be unwilling to support our next plan activities and may put our next budget at risk. Problem Diagnosis: why we have the gap Problems: Diagnosis  Lack of confidence, understanding and poor coordination of extension, information and women and community delivery services due to lack of qualified staff, resources, trainings, appropriate extension services system, etc  Potential Solution  Improve operational system and working process.  Improve data recording and reporting system  Improve data presentation into a more meaningful format to ease of decision making. That is data tabulation, graphing, description and inference.  Staff capacity development on information gathering, community PPP, extension delivery capacity  Recruit qualified staff 7.8 Fisheries Division Gap Analysis Output:1 Timely and affective planning and reporting (Administration) Situation 2013/14 (Current) Reporting on time but officer responsible has moved to another Unit. Able to provide 2 management plans for Tuna and Snapper, and currently undertaking consultation for t he Aquaculture Management plan. Analysis of data is not available partly due to the inability to unload the data into the system. Planned 2016/17 Improve staff capacity. Provide management plans for all fisheries products. 36 Staff trained to undertake data analysis thus making sure reports are available Plan for the office block in place. -Current office building renovate, -Haapai Office and living quarters are rebuild/renovated. Performan ce Gaps Staffing availability 5 management plans yet to be completed Conseque nce of Gap between Current and Planned Inability of senior management to make informed decisions regarding management/regulation pertaining fisheries product . - Data are not used to guide decisions -Properties in Haapai will be completedly damaged and wasted se Problem Diagnosis: why we have the gap WE do not have the staff to support the operation. We have one staff working at the Policy and Management Plan for Fisheries product at level 7. We need staff to be responsible for writing of Annual reports, planning as the existing staff is pressured to undertake this role (she has her own responsibility in another division. -One staff currently on study (economics) -Recent hurricane damaged the office and 4 living quarters Potential Solution Themes Create new posts graduate level – 2 Fisheries Officers, one for the Policy and Management Plan and one for Administration. -Create PFO level 5 for a phd scholar who is returning to duty this year. -Rebuild office and living quarters either through donor or current budget Output:2 Effective cooperation and engagement with cross government committee , stakeholders and communities ( strengthen PPP and deliver results to the private sector) Situation 2013/14 (Current) Early stage of developing partnership (est. National Council for Fisheries, as well as in the outer islands). Developing Special Management Areas in Coastal Fisheries – Community Involvement. Demand for SMAs exceeds funding availability Incentive – 300,000 to support export capacity of Fishermen. Consultations with communities on various fisheries plans to be completed Planned 2016/17 Fully established and operationalize of National Fisheries Council. Established and developed 4 – 6 SMAs per year. Sustaining development of Fisheries sector through the Fisheries Export Revolving Fund – 1 million. -Established excellent working relationship with Communities and stakeholders Performance Gaps - Yet to established Fisheries Council for outer islands. -10 SMAs yet to be established. 37 -700,000 top up needed. Consequence of Gap between Current and Planned  Have an impact on the national economy.  Decline export impact on Foreign Reserve Problem Diagnosis: why we have the gap Problems:  Lack of staff to do the community consultation and surveys.  Lack of funding for establishment of SMAs. It cost 40,000 to fund an SMA. Potential Solution  To create new post graduate level  Create a TO2 to assist with surveys – diving, recording of fisheries etc  Established revolving account.  More radio/TV programmes for community awareness of fisheries matter. Output:3 Timely and effective research services Situation 2013/14 (Current) -Hatchery productions currently running for giant clam and pearl production -Production impacted by lacking feed – live algea to feed larvae. -Unable to undertake baseline survey for sea cucumber -establishing data collection system for domestic market -Need assistant with in-depth analysis of statistics collected from domestic fish market Planned 2016/17 - All selected species increase production and culture technique established. - Will increase variety species production at hatchery - sea weed and sea cucumber. -Able to cover 50% fishing outlet in Tongatapu -Conduct the baseline survey for sea cucumber -Trained staff on data analysis -Meet all revenue targets for each year Performance Gaps Few more species to be farmed at the hatchery Consequence of Gap between Current and Planned  Have an impact on the national economy.  Decline export impact on Foreigh Reserve  Unable to make sound policies and regulations  Increase income earning of families Problem Diagnosis: why we have the gap Problems:  Lack of appropriate facilities for spawing and harchery..  Lack of staff to undertake surveys and researches. – Only one graduate in this division supported by one junior staff, and another staff from a different Unit. 2 Daily labourers are helping with labouratory activities.  Lack of Laboratory and office space for staff Potential Solution  Build laboratory for Tongatapu and Vavau  Create a 2 Fisheries Assistant posts to assist with surveys – recording of fish weight, species etc  Need 50,000 for baseline survey of sea cucumber 38  Funding for feed for larvae – 5000.  Donor to assist with funding of hatchery activities  15000 for coastal fisheries surveys and bio-sampling Output:4 effective monitoring, control, serveillace and development system of fish stocks Situation 2013/14 (Current) Theres lack of management framework for enforcement, inspection and traninig? -Difficulty in meeting internation obligations regarding CMS -VMS reporting irregular -Cannot support monitoring (vms) at all time. -Cannot meet observer obligation -There is no one Supervising/Heading this Section – MCS – Former Hod was transferred by the PSC to head quarter Planned 2016/17 - .Recruit more staff and trained in this high tech equipment for MS -Trained more Observer and improve current observer system -Regular VMS reporting -Create Senior Fisheries Officer post to head this Unit Performance Gaps Consequence of Gap between Current and Planned -We won’t be able to detect illegal fishing in our water -Won’t be able to meet our obligations and therefore miss out on various financial benefits and development on our fisheries sector. - Performance of Unit will be affected due to lack of management direction/supervision Problem Diagnosis: why we have the gap Problems:  Lack of staff to undertake to undertake surveillance and monitoring work  Former head Unit was transferred to Main office along with the post.  . Potential Solution  .Recruit as SFO Level post to overseas the MCS Unit – currently there is no one heading this Unit 8. Divisional Planning Templates 8.1 Corporate Services Division 8.1.1 Policy & planning services Impact: Sustainable livelihood and prosperity from agriculture (including livestock & forestry) & fisheries Outcome: Vibrant, inclusive agriculture & fisheries communities through meeting their prioritized service needs and ensuring equitable distribution of development benefits 39 Output: Timely and effective strategic planning, IT & financial management system Output Performance Level: Current Position End of CP Year 1: 2013/14 End of CP Year 2: 2014/15 End of CP Year 3: 2015/16 Output to Customers at the end of the year MAFFF strategic planning & program coordination is ineffective  PPU restructured and strengthened with draft guidelines on: reporting templates & policy guidelines  Guidelines tested and revised  Improved guidelines followed up Output KPI 1: Improve consultation within MAFFF and with stakeholders Inadequate consultation with stakeholders  PPP committees established and operational  Lessons learnt from first year of PPP partnership revised and upgraded  Successful partnership efforts maintained and expanded Output KPI 2: Improve timeliness of all MAFFF reports MAFFF system of reporting is untimely and inconsistent  Reporting guidelines & templates drafted and tested (monthly, quarterly, annual reports)  More than 80% reporting meet set standards and deadlines  100% reports meet set standards and deadlines Output KPI 3: Improve quality of MAFFF report Quality of MAFFF reporting is substandard  Standard reporting guidelines and template drafted and tested  All divisions use template  More than 80% of reports meet set standards  All divisions and some outer island use standard template  100% reports meet set standards  All divisions and island centres use reporting revised template Output KPI 4: Improve MAFFF project formulations Lack clear system and procedure for policy formulation  Policy/project formulation procedures/ guidelines formulated and tested  Policy formulation guidelines revised and utilized  More than 80% polices formulated meet set standards  100% policies formulated meet set standards Output KPI 5: Improve MAFFF project learning (monitoring and evaluations) Lack clear system and procedure for policy learning  Guidelines for policy learning drafted  Establish and test database systems for project/policies learning (M&E)  Guidelines modified and used by,  More than 80% database utilized by staff responsible  100% policies database utilized by all staff 40 Output KPI 6: Expand domestic market survey for local supply and demand of agricultural commodities Weekly domestic market survey covers only Talamahu market and roadsides in Tongatapu  Plan to include outer islands drafted  Implementation and M&E procedures developed  Appropriate budget allocated  Train outer island staff  Survey starts in Vava’u, Ha'apai & Eua in July 2014  M&E processes tested  National weekly agri- domestic market report upgraded Output KPI 7: Conduct Census of agricultural (including livestock and forestry) production on a regular basis Latest census was 2001 and clearly needs to update these critical data  Proposals submitted to donors to seek funding  Preliminary trainings of enumerators conducted  Procurement of census supplies  Agricultural census conducted  Census preliminary report being publicised  Census official report published Capacity Development: Planned Status Internal Processes at the end of the corporate plan year Basic improvement to office management system  Systems for reporting drafted and tested  Channel of communication and reporting is followed  Designed database system designed  Compliance with MAFFF internal policies/system improved by 50%  Reporting format used by all divisions  Database system for MAFFF program built and operation  Clear communication procedure agreed and followed  Compliance with MAFFF internal policies improved by 80%  Database system for MAFFF program operational and upgraded  System for reporting used by all divisions  Divisional mechanisms for M&E of internal policies improved markedly ASSUMPTIONS (inverse implies Risk)  HODs and senior managers are willing to accept change  Negative organizational behavior identified and resolved  That 30-40% of resources needed for activities are available  HODs and senior managers incorporate changes in planning  Unwanted behaviors minimized  That the 40-60% resources needed for activities are available when needed  HODs modify procedures to accommodate further changes  Unwanted behaviors hardly noticed in workplace  That the 60-80% resources needed for activities available Output KPI 1: Improve MAFFF project learning (M&E). Project time tables show targets and are never more than one week out of date Lack project learning system 50% of MAFFF projects/activities 100% of MAFFF projects/activities documented and M&E processes done 41 documented Output KPI 2: Improve MAFFF project learning (M&E). Budgets are complete and accurate as planned (Forecasts and actual) Lack project learning system 50% Project/activity’s budgets utilized according to plans 100% Project/activity’s budgets utilized according to plans 50% Project/activity’s budgets utilized according to plans Output KPI 3: Improve MAFFF project learning (M&E). Project delegated actions completed as agreed Lack project learning system 50% Project/activity’s budgets utilized according to plans 70% Project/activity’s budgets utilized according to plans 100% Project/activity’s budgets utilized according to plans Output KPI 4: Improve MAFFF project realizations (implementations and disseminations) Lack clear system and procedures for policy realizations  50% of MAFFF policies implemented, schedule submitted to CEO  80% of existing/new projects recorded at CSD PPU  80% of MAFFF policies implemented, schedule submitted to CEO  100% projects recorded and updated at CSD PPU  100% of MAFFF policies implemented, schedule submitted to CEO  Project results published and uploaded to Website Process Improvement KPI 5: Clear system and procedure for reporting and dissemination of reports Unclear system for reporting and dissemination of reports  80% of divisions advised/trained on required report specification  Guidelines for reporting developed and tested  All divisions use standard format  100% of MAFFF staff including Outer-islands OICs advised/trained on required report specification  Guidelines revised  100% of MAFFF staff including Outer-islands OICs advised/trained on required report specification  Guidelines revised Process Improvement KPI 6: Improve compliance with reporting system Lack of measure of unwanted performance and consequences  PMS guidelines drafted  PMS guidelines applied  PMS revised and upgraded Process Improvement KPI 7: Clear communication channels and procedures adopted by all staff Unclear communication system and procedure  80% JDs developed  PMS guidelines drafted  100% JDs adopted  PMS guidelines applied  100% JDs revised  PMS guidelines revised Capacity Development: Planned Status of Human Capacity at the end of the corporate plan year 42  Lack qualified (economist) for projects  Lack qualified personnel for computer database design  Increased demand for AMF secretariat  Database constructed  Propose to recruit one senior officer for AMF secretariat  Policy guidelines developed and tested (line of communications)  Qualified planner/economist recruited  Database fully utilized  Database fully utilized Assumptions (inverse implies Risk)  That the funding for project learning and formulations are available  That PPU staff are able to prepare guidelines  That funds are available  All divisions utilizes set guidelines  That MAFFF harmonizes project development activities and recurrent activities Human Capacity Improvement KPI 1: To improve MAFFF Policy and Planning human resource capacity  Lack qualified staff for project formulation and learning.  Lack staff with IT skills on computer database operation  Propose to recruit or transfer qualified staff for project learning  Designate database roles to IT section of CSD  Project learning processes implemented  Project learning processes implemented 8.1.2 Human Resource Development & Training and Administration Services Output: Effective placement of the “right people in the right place at the right time” within a well managed organization able to handle change effectively Output Performance Level: Current Position End of Corporate Plan Year 1: 2013/14 End of Corporate Plan Year 2: 2014/15 End of Corporate Plan Year 3: 2015/16 Output to Customers at the end of the year  Inefficient manual filing system  Staff JD not aligned with CP  Inadequate advise to CEO  Relaxed PMS  Non compliance with PSC policies  Lack of training for  New filing index and database drafted and tested  80% JDs modified  Implement PMS test exercise  Plan to conduct a training needs assessment first quarter 2014  Filing index and database utilized  All staff JD updated  Carry out PMS exercise for all MAFFF branches including the outer- islands  1005 JDs modified  All staff record updated  All staff JD revised and updated  M&E PMS  Filing system upgraded 43 MAFFF staff Output KPI 1: compliance with public employment policies and communication of human resource disciplinary matters Inadequate compliance with public employment policies and communication of human resource disciplinary matters  30% of staff unwanted behavior are communicated discipline accordingly  70% of staff unwanted behavior are communicated discipline accordingly  90% of staff unwanted behavior are communicated discipline accordingly Output KPI 2: Staff Job Description updated Staff JD not aligned with CP and AMP  80% Staff JD modified to incorporate AMP and CP  All staff JD updated  All staff JD updated Output KPI 3: Improve staff record and reporting system Lacks clear performance management system (PMS)  Implement PMS in MAFFF divisions in Tongatapu only.  Implement PMS in MAFFF plus in outer- islands Vv, Hp, 'Eua and two Niuas  PMS conducted for whole of MAFFF  Revised JD of MAFFF staff Output KPI 4: Improve capacity development of MAFFF staff Lack coordination of training for MAFFF staff  achieve 60% of MAFF divisions training requirement  achieve 80% of MAFF divisions training requirement  achieve 90% of MAFF divisions training requirement Capacity Development: Planned Status Internal Processes at the end of the corporate plan year LCD projector, 1 x Office table, 2 x new cabinet 1 x Office table, 2 x new cabinet LCD projector, 1 x Office table, 2 x new cabinet Assumptions (inverse implies Risk)  Plan for implementation subject to availability of funding  JD update start when the MAFFF Corporate Plan is finalized  Plan of implementation subject to funding  Plan of implementation subject to funding 44 Process Improvement KPI 1: Database system established Current manual systems consuming and inefficient  Database constructed  33% of staff record updated  100% of staff record updated  Database revised and upgraded  Outer islands systems revised and upgraded Process Improvement KPI 2: Improve MAFFF Performance Management System (PMS) PMS mechanisms not exist  PMS guidelines and mechanisms drafted and tested  PMS operational in July 2014  PMS systems revised/ upgraded Process Improvement KPI 4: Staff movement policy agreed and confirmed Unclear policy on staff internal movement  Staff movement policy drafted  consultation with appropriate stakeholders  Staff movement policy adopted by MAFFF  Staff movement policy revised Process Improvement KPI 6: Improve MAFFF staff capacity development Lack appropriate training made available to staff  Training need assessment conducted for the next 3 years  TNA revised and implemented  TNA revised and implemented Process Improvement KPI 8: Improve MAFFF staff training report back-to-office Lack of compliance with back-to-office report  50% compliance  100% compliance  100% compliance Process Improvement KPI 9: Improve compliance with training approval Low rate of compliance with training approval policy  60% of staff go on training received their approval prior to leaving for the training  100% of staff go on training received their approval prior to leaving for the training  100% of staff go on training received their approval prior to leaving for the training Capacity Development: Planned Human Capacity development at the end of the corporate plan year Limited capacity in management and planning for human resource development  HRM development plan drafted  Recruit PAO to head HRM Unit  Increase capacity through training  Continuing training and capacity building  Continue enforcement of Policy Instructions  Continuing training and capacity building  Continue enforcement of Policy Instructions 45 Assumptions (inverse implies Risk)  Policy support from top management  Appropriate trainings (local and overseas) made available  Conducive work environment for proactive participation  Increase availability of training opportunities  Increase availability of training opportunities  Monitoring and evaluation system in place Human Capacity Improvement KPI 1: Lack advance administrative and human resource expertise Lack administration staff capacity  Recruit PAO to head HRM Unit  Strengthen human capacity (number & skills)  On-the job trainings conducted  Divisional capacities improved by 80%  On-the job trainings conducted  Divisional capacities improved by 100% Human Capacity Improvement KPI 2: Increase capacity through training Limited capacity in management  Improve management capacity by 60%  Improve management capacity by 80%  Improve management capacity by 100% Human Capacity Improvement KPI 3: Lack human resource expertise Lack staff with required HRD skills  Recruit PAO to head HRM Unit  50% increase in staff trainings  80% increase in staff training Human Capacity Improvement KPI 4: Recruit Human Resource expert Lack Human Resource Expert  Recruit PAO to head HRM Unit  Improve human resource capacity to 60%  Improve human resource capacity to 70%  Improve human resource capacity to 90% Human Capacity Improvement KPI 5: Undertake staff performance assessment. Lack proactive monitoring and evaluation  Recruit PAO to head HRM Unit  Improve human resource capacity in M&E to 70%  Improve human resource capacity in M&E to 90% 8.1.3 Information Technology & Computer Services Current Position End of Corporate Plan End of Corporate Plan End of Corporate Plan 46 Year 1: 2013/14 Year 2: 2014/15 Year 3: 2015/16 Output to Customers at the end of the year Inefficiency IT Systems and staff performances (Limited access to official email messages results in lots of time wasting and unattended critical tasks)  Computer programmer recruited before end of 2013  Commence IT systems upgrade  Internet access improves significantly  IT & Computer section upgraded and strengthened  Internet system upgraded  Internet access sustained at satisfactory level  IT services complemented for timely and quality outputs Output KPI 1: frequency E-mail System (baseline: 70%) email access 40% of the time  email access 80% of the time  email access 100% of the time  email access 100% of the time Output KPI 2: Internet Access (baseline: 70%) Internet access 40% of the time  Internet access 80%  Internet access 100%  Internet access 100% Output KPI 3: Sun System Access (baseline: 80%) Sun system access 80% of the time  Sun system access 90%  Sun system access 100%  Sun system access 100% Output KPI 4: Frequency of Public Folder (Share Folder) 50% Public Folder share 50% of the time  Public Folder share 80%  Public Folder share 90%  Public Folder share 100% Output KPI 1: Improvement Software Training (baseline: 80%) Software training 70% of the time  Software training 80%  Software training 90%  Software training 98% Output KPI 5: Improve Maintenance and Repairing PC (baseline: 80%) R&M 50% of the PC  R&M 50% of the PC  R&M 90% of the PC  R&M 100% of the PC Output KPI 6: Improve Updated Hardware (baseline: 80%) Updated 30% of the  Updated 60% of the Hardware  Updated 90% of the Hardware  Updated 100% of the Hardware 47 Hardware Output KPI 7: Construct and operate MAFFF Website and links to appropriate sites (baseline: 70%) Updated 10% of the website features  Website constructed and tested  100% Website functional  100% Website functional Output KPI 8: Improvement Website Design (baseline: 80%) 80% of the time  Website constructed and tested  50% website design upgraded  100% website design upgraded Output KPI 9: Improvement Updated Website (baseline: 70%) 70% of the time  Website constructed and tested  50% website design upgraded  100% website design upgraded  Requires sufficient resource and technical availability 2 x Office table, 2 x new cabinet  Installation network cable for HQ 2 x Racks, 2 x Servers (HQ and EWID), 1 x Radio Link Antennae  Requires sufficient resource and technical availability 2 x Office table, 2 x new cabinet, 2 x Racks, 2 x Servers (RD and LIVD, 2 x servers (LIVD and RD)  Requires sufficient technical and resource availability  Database designed an user-friendly 2 x Office table, 2 x new cabinet, 2 x Racks, 2 x Servers (FOR and QQMD ), 1xRadio Link Antennae Assumption (inverse implies Risk)  All resources available  All resources available  All resources available Process Improvement KPI: To improve capacity of IT Section Skills and expertise in IT services  Upgrade current Open BSD5.0 server to higher version  Server upgraded and utilized  Process Improvement KPI: To improve storage capacity of IT Hardware Unit Inefficient hardware It service Upgrade current Open BSD5.0 server to higher version  Server upgraded and utilized Process Improvement KPI: To install permanent cable for HQ network system 48 20% complete  40% complete  80% complete  100% complete Process Improvement KPI: To improve storage capacity of IT Section Technical resource availability to enable proper and timely IT service  Senior computer programmer recruited  New qualified staff recruited Process Improvement KPI: Database system established Salary, Wages and all allowances registered in Excel  Create Database for wages and allowance processes  Update Database  Update Database Process Improvement KPI : Decrease in % of complaints in POR processing and reporting POR process but sometimes very late  Designate 2 computers to access to Sun System  Train 2 extra staff as back up to Sun System processes  Computers access to Sun System improved to 90% efficiency  4 qualified staff posses skills to operate Sun System Process Improvement KPI : Improve Timeliness and Completeness of computer services Inefficient computer services  50% computer services completed as schedule  80% complete  100% Complete Process Improvement KPI 2: Improve Monitoring System Monitoring process not established  Implement Monitoring System mechanism (guidelines)  80% of projects (M&E)  100% of projects (M&E) Process Improvement KPI 3: Improve Reconciliation Process Reconciling not done Monthly  40% of all projects reconciled  70% of all projects reconciled  100% of all projects reconciled Capacity Development: Planned Status of Human Capacity at the end of the corporate plan year No Web designer Recruit Senor Computer Programmer Assumptions (inverse implies Risk) 49 That a Web site constructed and operational . Human Capacity Improvement KPI 1: To recruit one Senior Computer Programmer Lack Web design/update capacity  Recruit 1 Computer Programmer  Update MAFFF Website  Update MAFFF Website Human Capacity Improvement KPI 2: Train in Web design and Update Lack Website design/update capacity  Website design training and update 8.1.4 Finance Services Output: Timely and effective financial management system Output Performance Level: Current Position End of Corporate Plan Year 1: 2013/14 End of Corporate Plan Year 2: 2014/15 End of Corporate Plan Year 3: 2015/16 Output to Customers at the end of the year Lack of timely and effective financial management system in areas such as revenue arrears, pay in processes, fixed asset registers, development projects, expenditures, salary, labour wages and allowances, and reporting to interested parties  Improved timely and effective pay in process, recovery of revenue arrears (60%)  Revaluation of all assets and updated (50%)  Create Database for; o salary, labour wages and allowances  Quarterly reports to MFNP submit on time (60%)  Efficient POR processing and reporting (60%)  Improved timely and effective pay in process, recovery of revenue arrears (90%)  Revaluation of all assets and updated (80%)  Upgrade Database for salary, labour wages and allowances.  Quarterly reports to MFNP submit on time (80%)  Efficient POR processing and reporting (80%)  Timely and effective pay in process, recovery of revenue arrears (99%)  Revaluation of all assets and updated (100%)  Database operational for salary, labour wages and allowances  Quarterly reports to MFNP submit on time (95%)  Efficient POR processing and reporting (95%) Output KPI: Timeliness of pay in from divisions to head office ( in Tongatapu) Divisions not paying-in on  Divisional pay-in on  Divisional pay-in on  Divisional pay-in on 50 time time (60%) time (80%) time (100%) Output KPI: Proper documentation of revenues & preparation of deposit slips. Lack of proper documentation of revenue pay ins to the head office  Database constructed and tested  Database upgraded  Database upgraded Output KPI: Timeliness of revenue & expenditure reports (Tongatapu & Outer islands) TONGATAPU: Lack, untimely and inconsistent OUTERISLANDS: Lack, untimely and inconsistent  Database constructed and tested  Senior Finance Officer recruited  Finance team centralization completed  Database upgraded  Database revised Output KPI: Status of reconciliation of MAFFF records to Treasury records. Lack consistent and proper reconciliations  Reconciliation completed on time (60%)  Reconciliation completed on time (90%)  Reconciliation completed on time (100%) Output KPI: Completeness of revenue arrears reporting Incomplete reporting on arrear schedules  Reporting on arrears completed on time (60%)  Reporting on arrears completed on time (90%)  Reporting on arrears completed on time (100%) Output KPI: Compliance with report format and it’s completeness from outer islands Vava’u report in compliance with current report format incomplete  Compliance to reporting specifications (40%)  Compliance to reporting specifications (80%)  Compliance to reporting specifications (100%) Output KPI: Satisfaction level of third party/end-users of reports. Provide quality financial management advice/reporting System to CEO, HOD and OIC’s Unsatisfactory level of end- users on report is high due to inaccessibility to vital reports  Satisfactory level decreased to 50%  Feedback system put in place  Satisfactory level decreased to 30%  Satisfactory level decreased to 10% Output KPI: Salary, Wages and Allowances Salary, Wages and all allowances are all registered in Excel  Create a Database for Salary, Wages and Allowances  Updated the Database regularly  Update the Database regularly Output KPI: Continuation of Sun System for Public Fund Disbursements 51 Capacity Development: Planned Status Internal Processes at the end of the corporate plan year  Resource and TA available  Establish good communication systems  Computerized all projects records  TA provided (80%)  Internal capacity building upgraded  TA provided 90%) Assumption (inverse implies Risk)  Updated and timely reporting of revenues from outer islands  Accurate reporting of cashbook records (90%)  End-users provided with reports required (60%)  All data are present & computerized  Accurate reporting of cashbook records (100%)  Accurate reporting of cashbook records (100%) Process Improvement KPI: Timeliness of reports Reports provided but not in  Monthly report submit on the 1 st  Monthly report submit on the 1 st week  Quarterly report submit no later than 2 nd week of the Sun System operates with occasional internet problems  Create appropriate Databases  Updated Database regularly  Update the Database regularly Output KPI : Status of report submission and progress Monthly reports not submitted by some Divisions and always late  Reports submitted on time (50%)  Reports submitted on time (90%)  Reports submitted on time (100%) Output KPI : Monitoring of projects Projects not being monitored  50% of projects recorded and monitored  100% of projects recorded and monitored  100% of projects recorded and monitored Output KPI : Status of Bank reconciliations Bank reconciliations are being done but not consistently  Quarterly reconcile with bank statement on expenditure records  Monthly Reconciliation  Monthly Reconciliation done 52 time (Submitted 70% of the time) week  Quarterly report to submit no later than 2 nd week of the new month  Annual Report submit in January  (Submitted 80% of the time) new month  Annual Report submit in January (Submitted 100% of the time) Process Improvement KPI: Compliance with format and regulations Compliant with format and regulations in 7 days  Compliant with format and regulations in 5 days  Compliant with format and regulations in 3 days  Compliant with format and regulations in 1 day Process Improvement KPI: Completeness of reports submitted 20% complete  40% complete  80% complete  100% complete Process Improvement KPI: Status of technical resources available at the time Level of technical resource availability is below adequate level  Technical resource availability restricted at 35%  Technical resource availability improved to 75%  Technical resource availability improved to 80% Process Improvement KPI: Database system established Salary, Wages and all allowances are all registered in Excel.  Create Database to record all Staff information.  Update Database regularly  Update Database regularly Process Improvement KPI : Decrease in % of complaints in POR processing and reporting POR process but sometimes very late  Complaint level decreased to 50%  Complaint level decreased to 30%  Complaint level decreased to 10% Process Improvement KPI : Improve Timeliness and Completeness of Reporting Reports incomplete  50% Reports complete  80% Reports complete  100% Complete Process Improvement KPI 2: Improve Monitoring System Monitoring process not established  Establish and Implement Monitoring System (40%)  80% of all projects are being monitored  100% monitoring in place Process Improvement KPI 3: Improve Reconciliation Process Reconciling not done on a  40% of all projects reconciled as  70% of all projects reconciled as  100% of all projects reconciled as scheduled 53 regular basis scheduled scheduled Capacity Development: Planned Status of Human Capacity at the end of the corporate plan year  Senior Accountant to Head Section  Training to strengthen the ability of the existing staff in Sun System  Training using of Sun System  Reporting on status of funds  Proper trainings carried out  Assumptions (inverse implies Risk)  Capacity strengthened/upgrad ed  Senior Accountant recruited  Reporting guidelines drafted  Compliance improved (50%)  Capacity upgraded  Reporting guidelines modified  Compliance with policies improved (80%)  Capacity upgraded  Compliance with policies improved (100%) Human Capacity Improvement KPI 1: Improve staff performance  Staff training  30% of training conducted  60% of training conducted  90% of training conducted Human Capacity Improvement KPI 2: Improve Collaboration between parties Lack of collaboration between Finance and Project Manager (2)0%  40% collaboration  80% collaboration  100% collaboration Human Capacity Improvement KPI : Improve Collaboration between parties Lack of direction in managing finance  Recruit one Senior Accountant . 8.1.5 Food Safety & Agro-processing Services Output: 1. Sound regulatory environment for Food Safety aligned with Codex Alimentations Standards. 2. Effective research on new food products processed or semi-processed for export markets overseas and import substitution, value added and food quality research. Output Performance Level: Current Position End of Corporate Plan End of Corporate Plan End of Corporate Plan 54 Capacity Development: Planned Status Internal Processes at the end of the corporate plan year  Resources available  Effective communication systems established  Internal capacity building upgraded  TA provided 90%) Assumption (inverse implies Risk)  Updated and timely reporting of revenues from outer islands  Accurate reporting of cashbook records (90%)  End-users provided with reports required (60%)  All data are present & computerized  Accurate reporting of cashbook records (100%)  Accurate reporting of cashbook records (100%) Process Improvement KPI: Timeliness of reports Reports provided but not in time (Submitted 70% of the time)  Monthly report submitted on the 1 st week of  Quarterly report to submit no later than 2 nd week of the new month  Annual Report submit in January  (Submitted 80% of the time)  Monthly report submit on the 1 st week  Quarterly report submit no later than 2 nd week of the new month  Annual Report submit in January (Submitted 100% of the time) Year 1: 2013/14 Year 2: 2014/15 Year 3: 2015/16 Output to Customers at the end of the year Food Bill tabled to Parliament.  Enforced to the public and also the private enterprise. (Workshop, Public Awareness and Training)  Implement the Food Act and await public feedback.  Gather all the comments and what is useful put and amendment to the ACT. Output KPI 1: Improvement in Value Added Agricultural Products. Reduce the volume and value of imports and increased the export of agricultural products.  Conduct trials on potential commodities for agro-processing  Trial test of at least 5 agro-processed commodities for exports  Established markets for at least 5 commodities  Trial run for at least 3 new commodities 55 Process Improvement KPI: Compliance with format and regulations Compliant with format and regulations in 7 days  Compliant with format and regulations in 5 days  Compliant with format and regulations in 3 days  Compliant with format and regulations in 1 day Process Improvement KPI: Completeness of reports submitted 20% complete  40% complete  80% complete  100% complete Process Improvement KPI: Status of technical resources available at the time Level of technical resource availability is below adequate level  Technical resource availability restricted at 35%  Technical resource availability improved to 75%  Technical resource availability improved to 80% Process Improvement KPI: Database system established Salary, Wages and all allowances are all registered in Excel.  Create Database to record all Staff information.  Update Database regularly  Update Database regularly Process Improvement KPI : Decrease in % of complaints in POR processing and reporting POR process but sometimes very late  Complaint level decreased to 50%  Complaint level decreased to 30%  Complaint level decreased to 10% Process Improvement KPI : Improve Timeliness and Completeness of Reporting Divisional reports incomplete  50% Reports complete  80% Reports complete  100% Complete Process Improvement KPI 2: Improve Food Safety Monitoring System Monitoring process not established  Establish and Implement Monitoring System (40%)  80% of system being understood and implemented by staff and stakeholders  100% monitoring in place Process Improvement KPI 3: Improve Reconciliation Process Trainings and awareness programs not carried out on a regular basis  40% of all planned trainings conducted  70% of all planned trainings conducted  100% of all planned trainings conducted Capacity Development: Planned Status of Human Capacity at the end of the corporate plan year  Training to strengthen the ability of the existing staff in Sun System  Trainings on Food safety and international standards  Well trained staffs  Recruitment process still on-going 56 Assumptions (inverse implies Risk)  Capacity strengthened/upgrad ed  Recruitment of workers to this Division, both internally and hired labour  Reporting guidelines drafted  Compliance improved (50%)  Capacity upgraded  Reporting guidelines modified  Compliance with policies improved (80%)  Capacity upgraded  Compliance with policies improved (100%) Human Capacity Improvement KPI 1: Improve staff performance  Staff training  30% of training conducted  60% of training conducted  90% of training conducted Human Capacity Improvement KPI 2: Improve Collaboration between parties Lack of collaboration between Finance and Project Manager (2)0%  40% collaboration  80% collaboration  100% collaboration 8.2 Quarantine and Quality Management Division Impact: Sustainable livelihood and prosperity from agriculture (including livestock & forestry) & fisheries Outcomes: Vibrant, inclusive agriculture & fisheries communities, meeting their prioritized service needs and ensured equitable access to development benefits Output: Efficient quarantine and quality management, consistent with international standards for sustainable protection of plant , animal resources, and safe movement of products Output Performance Level: Sustainable commercial and community based agriculture and forestry development for Export; Border Control Management Current Position End of Corporate Plan Year 1: 2013/14 End of Corporate Plan Year 2: 2014/15 End of Corporate Plan Year 3: 2015/16 KP1: Effective safeguarding system to protect plant and animal resources (quarantine border protection and surveillance system)  safeguarding system not fully secured (quarantine border protection and  Strengthen safeguarding system (quarantine border protection and  Strengthen safeguarding system (quarantine border protection and  Strengthen safeguarding system (quarantine border protection and 57 surveillance system) - undermine border and domestic surveillance and detection systems - undesirable capacities in implementing bilaterally agreed export pathways  Untapped regional and international partners agencies in developing and implementing of SPS commitments  Uncoordinated private- public stakeholder market access  Disorganized agricultural trade undermining effective management of SPS issues  Lack availability of regional and international agencies capacities to improve local SPS human and capital resource base surveillance system) - Improve and sustain border and domestic surveillance and detection systems (65%) - strengthen capacities in implementing bilaterally agreed export systems pathways  Tapped regional and international partners in developing and implementing of SPS commitments  Coordinate PPP in market access (60%)  Organized agricultural trade for effective management of SPS issues  Regional and international agencies improve local SPS human and capital resource base (60%) surveillance system) - Improve and sustain border and domestic surveillance and detection systems (80%) - strengthen capacities in implementing bilaterally agreed export systems pathways  Tapped regional and international partners in developing and implementing of SPS commitments  Coordinate PPP in market access (80%)  Organized agricultural trade for effective management of SPS issues  Regional and international agencies engaged in improving local SPS human and capital resource base (80%) surveillance system) - Improve and sustain border and domestic surveillance and detection systems (100%) - strengthen capacities in implementing bilaterally agreed export systems pathways  Tapped regional and international partners in developing and implementing of SPS commitments  Coordinate PPP in market access (100%)  Organized agricultural trade for effective management of SPS issues  Regional and international agencies engaged in improving local SPS human and capital resource base (100%) Output KPI 1: Pests and diseases interceptions reports on import and export consignments improved 100 interceptions per year  150 interceptions recorded at the border  180 interceptions  200 interceptions received Output KPI 2: Diagnostic capacity largely effective in reducing days to identify new interceptions (baseline: 7 days) 7days  5 days  4 days  3 days Output KPI 3: Increase in number of regional and international partners engaged in and committed to developing and implementing SPS.  1 annual regional meeting to discuss ISBM  NZ-Tonga discuss phytosanitary standards for watermelon and squash  2 new crops pathways approved  Fruit fly host status trial on watermelon started  Sliding scale approved  3 new crop pathways approved  Fruit fly host status trials completed  Work on controlled environment facility improved  2 more crop pathways approved  Ongoing research on controlled environment for tomatoes & chillies  Fumigation for watermelons 58 Output KPI 4: Enhance market access through private-public stakeholder partnership 2 markets confirmed  4 new markets confirmed for export  4 more markets confirmed  Market access requested  4 more markets confirmed Output KPI 5. To facilitate export of agricultural and forestry products through bilateral acceptable export pathways 2 pathways formalized  3 pathways formalized  4 pathways formalized  5 commodity pathways 6. Output KPI 6: To facilitate safe agricultural trade through international standard setting and effective management 2 pathways formalized  3 pathways formalized  4 pathways formalized  5 commodity pathways Capacity Development: Planned Status Internal Processes at the end of the corporate plan year  Improve management systems  Action plan for establishing Revolving account system drafted  updated info/ database systems  Improve revenue and debt collection  Clear office management systems for internal management and functions  Revolving account re-established  Reliable transport for staff  updated and accurate database pest movement in the Pacific  Office management maintained with good communications with customers, and between staff  Revolving account reviewed  All database system installed, with regular electronic updates  Revise OT rate charge to agents Assumptions (inverse implies Risk)  Head of QQMD capacity  SPC assistance on database acquired  Available budget to obtain vehicle  database info system sustained Process Improvement KPI: Establish revolving account and increase OT rate charge to agencies No revolving account  Establish revolving account  Increase OT rate  revolving account revise OT rate Process Improvement KPI: percentage of due fees collected (baseline: 20% ) 20%  40%  70%  90% Process Improvement KPI: Establish QQMD database system No database system  50% database constructed  80% database constructed  100% database constructed Capacity Development: Planned Status of Human Capacity at the end of the corporate plan year  Weak compliance of agricultural  One SAO assist the Head of QQMD and  Recruit at least 1 AO staff to assist and  Recruit 1 AO to upgrade the facility to 59 commodities/handicraft products  Lack competence in quarantine performance evaluation at the authorized port of entries  Insufficient human capacity to accommodate peak imports and export times (At the moment quarantine cannot cater for all essential cargo outlets and the export facility at Queen Salote Wharf supervises field operations  One Quarantine Officer (Standards & Compliance)  Recruit at least 2 AO staff to share responsibilities (Export, Import)  PHAMA recruits one pathway manager (PHAMA funding) counterpart to export pathways manager HACCP accreditation  Recruit 1 AO to administer packaging processes Human Capacity Improvement KPI: Recruit one SQO to assist the Head of QQMD and to supervise field operations Nil  50% (returning scholar)  100%  100% Human Capacity Improvement KPI: To recruit one Quarantine Officer (Standards & Compliance) Nil  50% (returning scholar)  100%  100% Human Capacity Improvement: To recruit ONE Technical Officer Grade I (Imports) Nil 100% 8.3 Livestock Division Impact: Sustainable livelihood and prosperity from agriculture (including livestock & forestry) & fisheries Outcomes: Vibrant, inclusive agriculture & fisheries communities, meeting their prioritized service needs and ensured equitable access to development benefits Output: Effective development/technical support of commercial livestock and management of animal health service Output Performance Level:  Sustainable growth in commercial livestock production and processing  Improved livestock owners' capability to increase productivity  Sustainable and Resilient livestock resources Current Position End of Corporate Plan Year 1: 2013/14 End of Corporate Plan Year 2: 2014/15 End of Corporate Plan Year 3: 2015/16 Output to Customers at the end of the year 60 Inadequate and untimely service provided in support of community/commercial livestock farm development  Human capacity (staffing) upgraded and increased (20%)  Formulate project proposals for China Aid  Plan to upgrade office, laboratory and clinical infrastructures and resources  Staffing increased by 20%  China Project approved and implementation commenced  Office, laboratory, clinical infrastructures upgraded  1 scholarship for a Veterinarian started  Plans to upgrade outer island capacities confirmed and implemented Output KPI 1: Number of community development program/project Baseline = Sheep, biogas, duck (According to )  3 of each livestock  10 of each with (additional abattoir project)  6(additional feed mill project) Output KPI 2: Percentage of the current client demand met by livestock development/support program The current support programs don’t meet the demand from clients; Sheep farming demand to < 50% Biogas clients to < 50% Duck farming demand to < 20% Sheep farming demand to < 60% Biogas clients to < 60% Duck farming demand to < 40% Sheep farming demand to < 70% Biogas clients to < 60% Duck farming demand to < 50% Output KPI 3: Conduct commercial livestock survey No survey last ten years  100% completed  updated  updated Output KPI 3: Farmers' training Lack farm trainings  4 sheep management training  4 piggery management training  4 sheep management training  4 piggery management training  4 sheep management training  4 piggery management training Output KPI 3: Percentage of animal health service met Baseline = 50%  60%  80%  90% Output KPI 4: Number of complaint for livestock services and Baseline (5 per week) (These complaints for untimely services, unacceptable health service) 4 per week 2per week 2per week Capacity Development: Planned Status Internal Processes at the end of the corporate plan year 61  Basic improvements to office management systems  2 old vehicles, 1 double cap van, 1 old motorcycle, very old office building, roof leaking and damage plumbing  Livestock service provide are untimely  Updated livestock Act and Regulation  Agreed action; o Design data collection system and Livestock database system o Improve system for maintaining veterinary medicine, and promote vaccination and drenching program o revolving account for veterinary medicals and drugs o Extend the capacity of breeding stock at VRF for inclusive of additional livestock o Enhance staff capacity o Project proposal o Proposes for an Abattoir and o Feed Mill  Clear office management systems for internal management and functions  Review staff structure  Replace old vehicle with 2 tonne truck  Renew veterinary tools and improve order processing  Revolving revenue system initiate for veterinary medicine  Increase the capacity for the running support program  Import superior breed/practicing Artificial Insemination, and enhance breeding program for multiple stocks  Abattoir project implemented  Feed mill project implemented 1. 2. 3.  Office management system updated and srengthened  Consistent vet services and maintain implemented programs/project Assumptions (inverse implies Risk)  Project proposal approved and funded  Staff proposals approved and recruitment start immediately  Fund available for consultant/expert to review livestock act and regulation  Abattoir project approved and funded  Feed mill project approved with fund  Revolving funds  Proposed program/project already implemented 62 system approved  Plans implemented & staff committed Process Improvement KPI 1: Livestock database system Baseline: Disorganized data recording  50% organized data  75% organized data  95% organized data Process Improvement KPI 2: Percentage of accomplish target for feed mill Baseline: 0%  Project proposal seek donor assistance  70%  100% Process Improvement KPI 3: Percentage of accomplish target for an abattoir Baseline: 0%  Project proposal seeking donor assistance  Project approved. Abattoir project implemented, 70%  Abattoir project completed. Process Improvement KPI 4: Percentage of progression on livestock regulation review Baseline: 0%  Project proposal seeking assistance  50%  100% Process Improvement KPI 5: Number of livestock development work Baseline: 2 (duck, sheep)  3 (+chicken)  4(+pig)  5(+cattle) Process Improvement KPI 6: Response period for reported cases 5 days  3days  1days  <1days Process Improvement KPI 7 : Number of vaccinated program Baseline = 0  1  2  3 Process Improvement KPI 8: Unattended reported cases Baseline = 20%  15%  10%  3% Process Improvement KPI 9: Vehicle operations Baseline = 70% of the time  80%  90%  99% Capacity Development: Planned Status of Human Capacity at the end of the corporate plan year 63  Head of division replaced  1 veterinarian volunteer session end on August, 2013  1 Vet technician lack vet technology skills  Head of Administration, Human Resource and Training promoted and transfer to head livestock division  Plan action; o Head of Division with MBA o Recruit 2 TO2 o Recruit one SAA o Seek JICA assistance for one veterinarian o Seek SPC assistance for meat inspection training and Para-vet training o Conduct animal feed processing training o Recruit 1 animal nutrition degree holder o Vet technician attend training for vet tech  Temporary legal advisor and consultant for reviewing Livestock Act and Regulation (SPC assistance)  Veterinarian from JICA recruited  Meat inspector commence service  Animal feed processor commence service  Animal nutritionist continue training  Recruit one TO1  Vet technician return  Recruit one Senior Veterinary Assumptions (inverse implies Risk)  Training fund/sponsor offered  Consultant/legal advisor accessible  All training achieve  Returning graduate scholars Human Capacity Improvement KPI 1: Recruit livestock technical staffs Lack Technical staff for Livestock operation  Recruit one TO II and one SAA  Recruit one TO I  Recruit one Senior Veterinary Officer Human Capacity Improvement KPI 2: JICA assistance for one veterinarian Lack Veterinarian  To request JICA assistance for one Veterinarian  Employ one JICA volunteer  Returning scholar in Vet Technician Human Capacity Improvement KPI 3: SPC assistance for meat inspection and feed processing training Lack meat inspection capacity  Request SPC assistance for training in meat inspection and feed processing skills  Meat inspector and Feed Processor commence service Human Capacity Improvement KPI 4: SPC assistance for Para-vet training Lack Para vet capacity  SPC continue Para vet training  Continue Para vet training  Continue Para vet training Human Capacity Improvement KPI 5: SPC temporary assistance in support of reviewing Livestock Act and Regulation Lack animal feed processing  Request SPC assistance in  Legal consultant undertake livestock  Livestock legislation reviewed and through 64 capacity providing one legal consultant to undertake livestock legislation review legislation review formal process for enforcement Human Capacity Improvement KPI 6: To train one animal nutrition degree Lack animal nutrition capacity  Train one personnel for a first degree in animal nutrition capacity  Train one personnel for a first degree in animal nutrition capacity  Train one personnel for a first degree in animal nutrition capacity 8.4 Extension, Women Development and Information Division Impact: Sustainable livelihood and prosperity from agriculture (including livestock & forestry) & fisheries Outcome: Vibrant, inclusive agriculture & fisheries communities, meeting their prioritized service needs and ensured equitable access to development benefits Output: Establish effective dialogue system with stakeholders Output Performance Level: Sustainable growth of export and import substitution in agriculture, forestry and fisheries Current Position End of Corporate Plan Year 1: 2013/14 End of Corporate Plan Year 2: 2014/15 End of Corporate Plan Year 3: 2015/16 Output to Customers at end of year Extension and information services ineffective and untimely Lack of collaboration with client in the planning and implementation process  1 SAO recruited as OIC Extension Tongatapu  Extension and women staff reallocated  OIC Eastern district changed with qualified personnel  Extension publications updated  HRM capacity improved  OIC Tongatapu districts upgraded to AO level  No. of staff per district increased to 5  Output KPI 1: Improve agricultural information and dissemination. Responsible officer: OIC Information Section Lack of publications on (crop production, calendar & leaflets, brochures & DVD production of agricultural printed materials etc)  Update Crop Production & Pesticide Booklet  Produce effective radio programs  Conduct training on safe use of pesticides  Publish crop season, market demand.  Update Crop Production & Pesticide Booklet  Produce effective radio programs  Identify key speakers/farmers for radio talk and interview.  Update Crop Production & Pesticide Booklet  Produce effective radio programs  Live talk show (monthly) 65 Only 3 radio program per week, no information on crop calendar & production  Identify key speakers/farmers for radio talk and interview  Live talk show (monthly)  Live talk show (monthly) Output KPI 2: Improve Production of Agricultural Newsletter. Responsible officer: OIC Production and Publishing Unit Irregular dissemination of agricultural information  Once every month  Publish twice a month  Weekly publish Output KPI 3: Develop leaflets, brochures & DVD production of agricultural printed materials. OIC Production and Publishing Unit Lack information dissemination  Update Crop Production Booklet, Pesticide Booklet, effective radio [program  Livestock production booklet, Vanilla Calendar activity and Vegetable production booklet  Review Farm Management Handbook and Update Crop Compensation Valuation Table Output KPI 4: Improve technology transfer to communities. Promote community Organic farming system and principles and farming system approach: Responsible officer: District Extension OICs Inadequate support towards communities organic farming system. Only 10 groups and 2 x Government Primary School (GPS) per district involved however organic seeds were not available  15 groups & 5 GPS (per district) participated but Organic  Compost making  Liquid fertilizer making  Assist Organic Certification of tax allotment (TNYC&NASSA)  Promote organic vanilla production.  Promote organic inputs e.g. fertilizer etc  Inspection & grading of ripe vanilla beans  Inspect Vanilla curing shed  20 groups & 8 GPS (per district) participated but Organic  Compost making  Liquid fertilizer manufacturing  Assist Organic Certification of tax allotment (TNYC&NASSA)  Support organic vanilla production.  Support organic inputs e.g. fertilizer etc  Inspection & grading of ripe vanilla beans  Inspect Vanilla curing shed  30 groups & 12 GPS (per district) participated but Organic  Compost making  Liquid fertilizer manufacturing  Assist Organic Certification of tax allotment (TNYC&NASSA)  Maintain organic vanilla production.  Sustain organic inputs e.g. fertilizer etc  Inspection & grading of ripe vanilla beans  Inspect Vanilla curing shed Output KPI 5: Establish farm visit and recording system Inadequate information on crop & inspect local food crop production in Tonga  Establish farm visit and recording system in MAFFF Extension service Tongatapu  Establish farm visit and recording system MAFFF Vava’u and Ha’apai Extension services  Establish farm visit and recording system MAFFF ‘Eua and the Niuas Extension services 66 Output KPI 6: Improve strategic ties with private sector. Responsible officer: OIC’s and assistants Lack collaboration with client in the planning and implementation process Farmers’ Council already establish in Tongatapu, Vava’u and Ha’apai. Only Eua and the two yet to establish,  Revive Tongatapu District Farmers’ Council and establish ‘Eua Farmers’ Council to empower marketing skill and improve grower’s skills to know better what they are doing.  Facilitate set up of Vanilla Association in Tongatapu  Revive Vava’u and Ha’apai District Farmers’ Council and establish Niuas Farmers’ Council to empower marketing skill and improve growers’ skills to know better what they are doing.  Empower marketing skill and improve growers’ skill to improve production and market skill. Output KPI 7: Improve advisory service delivery, information disseminates and technology transfer to growers as well as collaboration with client in the planning and implementation process through district meeting. Responsible officer: District Extension OIC’s and assistant. Coordinate and participate in District Officer monthly fono.  District OIC’s attending District officers' monthly fono.  Relay, Clarify& Inform Agricultural policies, advises and other issue arises.  District OIC’s attending District officers' monthly fono.  Relay, Clarify& Inform Agricultural policies, advises and other issue arises.  District OIC’s attending District officers' monthly fono.  Relay, Clarify& Inform Agricultural policies, advises and other issue arises. Output KPI 8: Improve tracking and recording of export crops protocol compliance, to ensure export commodities quality and quarantine requirements. Responsible Officer: Protocol Officer Lack tracking and recording export crops to ensure compliance with export protocol for export commodities quality and quarantine requirements. Responsible officer: protocol officer & OIC Extension& District OIC’s  Other potential export commodities to develop such protocol  Conduct training  Monitoring  Inspection and farm visits  Attend harvesting and transportation to packing shed.  Internal auditing  Complete monitoring sheets.  Registration of farmer’s and deregistration  Other potential export commodities to develop such protocol  Conduct training  Monitoring  Inspection and farm visits  Attend harvesting and transportation to packing shed.  Internal auditing  Complete monitoring sheets.  Registration of farmer’s and deregistration.  Other potential export commodities to develop such protocol  Conduct training  Monitoring  Inspection and farm visits  Attend harvesting and transportation to packing shed.  Internal auditing  Complete monitoring sheets.  Registration of farmer’s and deregistration. Output KPI 9: Develop and monitor work plan. Responsible Officer – District Extension OICs Lack planning and monitoring of work plan  For Tongatapu districts, Annual plan completed and approved by HOD  For Outer-islands, Annual plan completed and approved by HOD  All divisions and outer-island branches submit their reports on time. 67 end of January. Quarterly monitoring of work plan end of January. Quarterly and monthly monitoring of work plan. Monthly monitoring of work plan Output KPI 10: Conduct prompt inspection survey throughout the affected island/districts after any natural disasters incident. Responsible officer: Head of EWDID Improve response to emergency and natural disaster incidence - HOEWD team leader  Emergency team members to participate in Disaster Management Training  Emergency team members to participate in Disaster Management Training  Emergency team members to participate in Disaster Management Training Output KPI: Support communication of agricultural groups and community based farming systems developments through TV, articles and radio production. Responsible officer – Media Unit Irregular media production  3 programs weekly  4 programs weekly – cover all FM and AM radio station  4 programs and 1 information officer station at the outer islands Output KPI 12: Promote and Improve farmers' and stakeholders' appreciation of Royal Agricultural Show. Responsible officer: District Extension OICs Inadequate promotion and advice farmers of the Tonga Royal Agricultural, Food, Fisheries and Forestry Show (RAFFFS  To conduct (TV and Radio program) in conjunction with the actual date  Conduct radio and television programs 3 months before the actual day  Conduct village beautification inspection.  To conduct accordingly and effectively – equipment needs upgrading to latest versions.  To be effectively, timeliness and professionally conducted  assuming all production is well equipped. Output KPI 13: Conduct Talk Back. Responsible officer: Media Unit Occasionally  Produce at least 2 talk back program  Quarterly  Monthly program Output KPI 14: Improve project innovation and networking. Head of EWDID Lack project innovation and networking  Consult with Tongatapu DACs and formulate development project.  Consult with Vava’u and Niuas DACs and formulate development project using TBU development initiatives  Consult with Ha’apai and ‘Eua DACs and formulate development project. Implement Vava’u development initiatives. Capacity Development: Planned Status Internal Processes at the end. 68  Current status of vehicle:  Three vehicle in poor condition  Current status of Media equipment:  Poor recording condition  Inadequate transport and media facilities  Current status of training equipment:  1 x vehicle for media work  1 x computer for radio and TV programming and editing.  1 x Camera for media production  1 x LCD projector for training of farmers  1 x screen for training of farmers  1 x Computer Laptop for training  Plan for Yr 2  1 x vehicle for Eastern district extension service  2 x motor cycle for extension services at Eastern district  Plan for Year 3  1 x vehicle for Western district extension services.  2 x motor cycle for extension services at Western district Assumptions (inverse implies Risk) GAP Process Improvement KPI 1: Output KPI 15: Improve advisory service delivery, information disseminate and technology transfer to growers Awkward record and edit of TV Programs  Improve quality of information and production.  Supply outer islands with recording equipment so they can report and update on their current situation.  High Quality and timeliness of production covered all outer islands with a well trained staff. Output KPI 16: Improve advisory service delivery, information disseminates and technology transfer, strengthen collaboration with client in the planning and implementation process. Collect news/issues of Public interest and demand to incorporate to the Radio/TV programs Inadequate transport and media facilities  Up to date news/issues provided - allocated vehicle for the Section better equipment  Improved all news and issues released on our Radio & TV program – One vehicle allocate only for Information Section.  Regular and consistent all news and publication disseminate from the Ministry.(MAFFF) Capacity Development Planned Status of Human Capacity at the end of the corporate plan year  No refreshing training courses attended by Extension officers' both local and overseas  Reports (monthly and quarterly) not submit on specify time.  Extension Officers' to attend refreshing courses where and when available  MAFFF to obtain consultant to train Extension staff  Extension Officers' to attend refreshing courses where and when available  MAFFF to bring consultant to train Extension  Reports (monthly and Quarterly) to submit on specify time.  Extension Officers' to attend refreshing courses where and when available  MAFFF to bring consultant to train Extension staff  Reports (monthly and Quarterly) to submit on specify time. Assumptions (inverse implies Risk) 69  Lack education and training skills  Lack Administration and management skills  Lack customers and personal service skills  Lack communication and media skills  Improve Administration and Management skill of Extension staff  Improve Education and Training skill  Improve Customer and Personal Service  Improve Food Production skill-  Improve Communications and Media Human Capacity Improvement KPI 1: To train one extension officer for a Master in Extension Methodology Lack Master in Extension Methodology skill  Approve one extension officer to study for a Master in Extension Methodology  One extension officer train for a Master in Extension Methodology  Complete Master in Extension Methodology Human Capacity Improvement KPI 2: Recruit one staff drivers No staff drivers  Propose one permanent driver  Approve one permanent driver Human Capacity Improvement KPI3: To create 5 Senior Technical Officers (STO) One STO  2 STOs  4 STOs  5 STOs Human Capacity Improvement KPI 4: To create 5 Senior Agricultural Assistants (SAA) 2 SAAs  3 SAAs  4 SAAs  5 SAAs Human Capacity Improvement KPI 4: To restore six vacant Extension posts  No SAO to oversee Extension services in Tongatapu , 1 Technical Officer Grade II(TOII)to carry out media activities,  1 STO for extension service at Niuatoputapu,  1(SAA) for Eua and  2 (AA) at Ha'apai.  To recruit an AO to undertake Officer-in- charge of Extension service in Tongatapu  To recruit one TOII to carry out Media activity and  ST to take on automotive maintenance and service at Niuatoputapu extension service.  To recruit one SAA for Extension service at Eua and two AAs for Extension service at Ha'apai Human Capacity Improvement KPI 5: Improve Education and Training Lack education and training skills 30% of Extension staff trained on curriculum and training design, teaching and instruction and the measurement of training 70% of Extension staff trained on curriculum and training design, teaching and instruction and the measurement of training 90% of Extension staff trained on curriculum and training design, teaching and instruction and the measurement of training 70 effects. effects. effects. Output KPI 6: Improve advisory service deliveries by way of information disseminate and technology transfer to growers Improve effectiveness and quality of media production (TV programmes and all publications). Responsible officer: 1staff() Inadequate communication and media skill  Improve knowledge of media production skill. That is to train one officer in media production skill  Improve knowledge of communication skills  Improve knowledge of media production, communication, and dissemination techniques and methods Human Capacity Improvement KPI 7: Improve Customer Personal Service Inadequate Customer and personal service skills 30% improvement in capacities of extension officers appreciate to provide sound customer and personal services. 70% improvement in capacities of extension officers appreciate to provide sound customer and personal services. 90% improvement in capacities of extension officers appreciate to provide sound customer and personal services. Human Capacity Improvement KPI 8: Improve advisory service delivery, information dissemination and technology transfer to growers & strengthen collaboration with client in the planning and implementation process. Maintain, set up and operate PA system and Information Equipment. Poor maintenance of PA system and other information equipment  Equipment replacement with a high quality and latest technology  Improved services  Outstanding services in both equipment and staff. Human Capacity Improvement KPI 9: Improve Data collection, input and analysis Responsible officer: ALL Extension staff. Extension officers conduct agricultural survey by visual estimation of crop size  Extension OIC's officers trained in latest ARCHER GIS program  ALL Extension officers trained in latest ARCHER GIS’s program  ALL Extension OIC's officers to be trained in latest ARCHER GIS’s program Human Capacity Improvement KPI 10: Improve advisory service delivery, information dissemination and technology transfer & collaboration with client in the planning and implementation process TRAINING. Update diagnostic skills of staff on crop protection, soil management and environment, Extension methodology, computer skills, Integrate Pest Management –IPM, Pest Identification and Crop management. Upgrade and update skills  Upgrade and update skills of Extension officers' to improve decision making linking to Database and Help Desk beginning of last quarter  Extension  Upgrade and update skills and Extension officers' critical on decision making linking to Database and Help Desk beginning of last quarter  Extension  Upgrade and update skills and Extension officers' critical on decision making linking to Database and Help Desk beginning of last quarter  Extension 71 methodology training at beginning of fiscal year  IPM training at end of year  Pineapple off season ‘tipping’ techniques. methodology training at beginning of fiscal year  IPM training at end of year  Pineapple off season ‘tipping’ techniques. methodology training at beginning of fiscal year  IPM training at end of year  Pineapple off season ‘tipping’ techniques. 8.5 Research Division Impact: Sustainable economic growth, development and employment with wide community engagement Outcomes: Vibrant, inclusive agriculture & fisheries communities, meeting their prioritized service needs and ensured equitable access to development benefits Output: To strengthen integrated crop management research in support of sustainable intensification of high-value crops through development, coordination and information-support systems Output Performance Level: Sustainable growth in commercial production in agriculture/forestry and fisheryal production enhance by appropriate researched technologies Current Position End of Corporate Plan Year 1: 2013/14 End of Corporate Plan Year 2: 2014/15 End of Corporate Plan Year 3: 2015/16 Output to Customers at the end of the year Crop research lack integrated crop management research in support of sustainable intensification of high- value crop production and food crop diversity (to enhance food security) in changing climate (thorough establishment of germ plasm collection of major traditional exotic food crops as a source of plant material) Crop research strengthen integrated crop management research in support of sustainable intensification of high-value crop production and food crop diversity (to enhance food security) in changing climate (thorough establishment of germ plasm collection of major traditional exotic food crops as a source of plant material). Crop research improve integrated crop management research in support of sustainable intensification of high- value crop production and food crop diversity (to enhance food security) in changing climate (thorough establishment of germ plasm collection of major traditional exotic food crops as a source of plant material). Crop research excellent in integrated crop management research in support of sustainable intensification of high- value crop production and food crop diversity (to enhance food security) in changing climate (thorough establishment of germ plasm collection of major traditional exotic food crops as a source of plant material). KPI: improved output from ACIAR ICM Project Advisory Group (PAG) meeting (work-plan determined & budgets approved) Lack output from Attend ACIAR-ICM PAG annual Attend ACIAR-ICM PAG Attend ACIAR-ICM PAG 72 ACIAR-ICM projects meetings and improve work- plan and budget endorsed annual meetings and improve work-plan and budget endorsed annual meetings and improve work-plan and budget endorsed Output KPI: Established and implement Plant Health Clinics in Tonga. Lack field testing of Plant Health Clinic in Tonga Plant doctors training Plant clinics established, operates and disseminate Plant Health evaluated in Tonga Plant Health clinics. Output KPI: Develop and disseminate information resource Outdated and unreliable resource information on crop research work Develop system for capturing and dissemination of crop research Resource information and pilot testing of the system Implement the system for required pest & crop fact sheets and run trainings with Extension agents. Evaluate the system for capturing and dissemination of crop research resource information and make improvements. Output KPI: Disseminate Integrated Pest Management (IPM) information. Lack appreciations information on Integrated Pest Management (IPM) Recognize IPM way of controlling pest problems. Conduct awareness training with Extension agents. Understand IPM way of controlling pest problems. Disseminate IPM training manuals to Extension agents. Value IPM way of controlling pest problems. Implement IPM control measures. Capacity Development: Planned Status Internal Processes at the end of the corporate plan year  Basic improvements to office management systems  3 old unreliable vehicles  1 old inoperative soil science lab  Ineffective system and irregular reporting and dissemination of research results to Extension agents  Agreed action plan for establishing: o Operative soil science lab o Effective and regular reporting/disseminati on of research results o Clear data recording and dissemination system  Clear office management systems for internal management and functions  Vehicle maintenance agreement  with all MAFFF divisions  1 new vehicle and 2 old but better maintained ones  Clear office management systems for internal management, information management, maintain good communications with Extension staff and between all staff  3 new vehicles with regular maintenance program provided by internal garage 73 o Staff compliance with PSC policies o Lack specialization of job Assumptions (inverse implies Risk)  HRD regularly report and dissemination of research results  Agreement reached between the HRD and staff on the action plan and system for recording and dissemination of research activities  Fund available to provide new soil science lab with appropriate apparatus  Staff adherence to PSC Code of Conduct is well monitored and communicated or discipline impartially or without bias  Funds available for providing 1 new vehicle  Suitable options exist for efficient and cost effective external maintenance of vehicles  Funds available for providing 2 new vehicle  Suitable options continue to exist for internal maintenance of vehicles Process Improvement KPI: Percentage of Research results disseminated to farmers via extension agents. (Baseline: Less than10%) Irregular reporting and dissemination of research results to Extension agents 20% of the all the research activities are disseminated to farmers passing through Extension agents 70% of the all the research activities are disseminated to farmers passing through Extension agents 98% of the all the research activities are disseminated to farmers passing through Extension agents Process Improvement KPI: Data recording and dissemination system (baseline: 7 days) Inadequate compliance with appropriate research procedure and recording regularity of research activities 50% of research activities are following appropriate research procedure with irregular recording system. 80% of researches activities are following appropriate research procedure with improve in regular recording system. 100% of research activities are following appropriate research procedure with regular recording system. 74 Process Improvement KPI: Supervise staff behavior (baseline: 20% ) Lack supervision staff behavior 33% of staff unwanted behavior are recorded and communicated 67% of staff unwanted behavior are recorded and communicated 99% of staff unwanted behavior are recorded and communicated Process Improvement KPI: Staff are working in team (baseline: ) Poor coordination of staff efforts 30% of Research staff have specific job with specified job description 80% of Research staff have specific job with specified job description 100% of Research staff have specific job with specified job description Capacity Development: Planned Status of Human Capacity at the end of the corporate plan year  1 manager who is frequently absent on overseas official trip  1 Pathologist frequently absent  Staff lack specialized skill  To recruit 1 Senior Mechanical supervisor  To recruit one Technical Officer Grade II  To recruit one Technical Officer Grade II  To recruit one Technical Officer Grade II Assumptions (inverse implies Risk) Human Capacity Improvement KPI 1: To improve MAFFF research human resource capacity  Lack Senior Mechanical Supervisor to oversee maintenance and services of Research mechanical machineries, equipments and tools  Lack research technical officers to carry out plant entomology, pathology and agronomy & soil science research technical operations Engage 1 Senior Mechanical supervisor Recruit one Technical Officer Grade II Recruit one Technical Officer Grade II Recruit one Technical Officer Grade II Human Capacity Improvement KPI: (baseline: 15%) 75 8.6 Forestry Division Impact: Sustainable livelihood and prosperity from agriculture (including livestock & forestry) & fisheries Outcomes: Vibrant, inclusive agriculture & fisheries communities, meeting their prioritized service needs and ensured equitable access to development benefits Output: Effective development/technical support to commercial forest plantations and conservation management of forest and trees resources Output Performance Level: and Sustainable growth in export and import substitution production in agriculture, forestry and fisheries That government services are delivered in a timely fashion more consistent with levels of services expected Current Position End of Corporate Plan Year 1: 2013/14 End of Corporate Plan Year 2: 2014/15 End of Corporate Plan Year 3: 2015/16 Output to Customers at the end of the year Weak Forestry Policy and Planning service (PPU); overseas technical assistance and advice; implementing of new policy and forestry codes; legislation review; formulation of sandalwood regulation; preparation of National Forestry Strategic Development Plan (NFSDP). Develop Forest Policy and Planning Unit (PPU); overseas technical assistance and advice; implementing of new policy and forestry codes; legislation review; formulation of sandalwood regulation; preparation of National Forestry Strategic Strengthen Policy and Planning (PPU); overseas technical assistance and advice; implementing of new policy and forestry codes; legislation review; formulation of sandalwood regulation; preparation of National Forestry Strategic Enhance Policy and Planning Unit (PPU); overseas technical assistance and advice; implementing of new policy and forestry codes; legislation review; formulation of sandalwood regulation; preparation of National Forestry Strategic KPI: Rate of adoption of new policy Nil Awareness training at Tongatapu, Eua, Vava’u and Ha’apai for new approved policy Training at Tongatapu, Eua, Vava’u and Ha’apai for new approved policy 60% attendants adopt new policy Output KPI: appropriate legal framework for policy implementation; Existing legislation is considered obsolete Complete review Forests Legislation Submit to Law Committee Cabinet approval and enactment Output KPI: Rate of adoption of sustainable forest management and practices. Approved new forests management Awareness training at Tongatapu, Eua, Vava’u Training at Tongatapu, Eua, Vava’u and Ha’apai 60% attendants adopt 76 practices/codes and Ha’apai for new approved practices for new approved practices new practices Lack human resources and inoperative conservation unit; untapped overseas technical assistance and trainings; lack capacity nursery operation for seedling production of commercial and indigenous seedling stock; re- vegetation and enrichment planting; forest surveillance and patrol. Set-up conservation unit; improve utilisation of overseas technical assistance and trainings; improve capacity nursery operation for seedling production of indigenous seedling stock; re- vegetation and enrichment planting; forest surveillance and patrol. Operative and yet reactive conservation unit; overseas technical assistance and trainings; effective yet inefficient nursery operation for seedling production of indigenous seedling stock; re-vegetation and enrichment planting; forest surveillance and patrol Effective and proactive conservation unit; overseas technical assistance and trainings; effective and efficient nursery operation for seedling production of indigenous seedling stock; re-vegetation and enrichment planting; forest surveillance and patrol. Output KPI: Reduce in the no. of complaints on quality and hygienic of main water supply; Annual average number of complaint 23 Reduce to 20 Reduce to 15 Reduce to 10 Output KPI: improvement in the status and quality of protected forest; ensure no illegal harvesting and farming Annual average number of illegal harvest 47 Reduce to 33 Reduce to 23 Reduce to 3 Output KPI: no. of seedlings produced and planted. Total stem: 2,828,000 Annual average destruction: 70,000 senile stems. Estimated current total stem: 1,708,000 (±6%) Source: Burrows, L.E and Douglas, R., "Inventory of the coconut palm resources, Kingdom of Tonga", May 1996 Propose No. of seedling to produce; Coconut seedling: 288,000 Ahi seedling: 288,000 Propose No. of seedling to produce; Coconut seedling: 288,000 Ahi seedling: 288,000 Propose No. of seedling to produce; Coconut seedling: 288,000 Ahi seedling: 288,000 Conduct species and provenance trials; test new technologies, system, practices, species or varieties; apply new knowledge that learned from overseas training. KPI: No. of new varieties successfully introduced 1 2 2 2 77 Output KPI: Rate of success of new technologies Nil 10% 40% 60% Output KPI: Rate of success of new practices Nil 10% 30% 50% Output KPI: Rate of success of new management system 10% 20% 50% 90% Capacity Development: Planned Status Internal Processes at the end of the corporate plan year  Basic improvements to office management systems  6 old nurseries  Nursery capacity need urgent upgrade to accommodate the plan production  To encourage the supply of coconut seedlings  To ensure maintenance of new planted coconuts  Upgrade Tokomololo and Ha'apai nurseries  Financial support for: purchase seedling; maintain new planting; working after hours  Upgrade Vava'u and Eua nurseries  Financial support for purchase seedling  Financial support to maintain new planting  Financial support for working after hours  Upgrade Niuatoputapu and Niuafo'ou nurseries.  Financial support for purchase seedling  Financial support to maintain new planting  Financial support for working after hours. Assumptions (inverse implies Risk)  Agreement can be reached between the manager and staff on the action plan  Companies interested in providing reasonable bids to supply vehicle  Suitable options exist for efficient and cost effective external maintenance of vehicles  Suitable information for mapping the town and skills for devising appropriate routes  Companies interested in providing reasonable bids to supply vehicle  Suitable options continue to exist for external maintenance of vehicles  GPS system works effectively in the town Process Improvement KPI 1: Upgrade Tokomololo, Vava'u, Ha'apai, Eua, Niuatoputapu and Niuafo'ou nurseries 78 Inadequate nursery capacity to accommodate plan production Upgrade Tokomololo and Ha'apai nurseries. Upgrade Vava'u and Eua nurseries Upgrade Niuatoputapu and Niuafo'ou nurseries. Process Improvement KPI 2: Financial support for purchase seedling Nil Financial support to purchase 340,000 matured coconut Financial support to purchase 455,600 Ahi seedlings Financial support to purchase 340,000 matured coconut Financial support to purchase 455,600 Ahi seedlings Financial support to purchase 340,000 matured coconut Financial support to purchase 455,600 Ahi seedlings Process Improvement KPI 3: Financial support to maintain new planting Nil Financial support to maintain 340,000 matured coconut Financial support to maintain 455,600 Ahi seedlings Financial support to maintain 340,000 matured coconut Financial support to maintain 455,600 Ahi seedlings Financial support to maintain 340,000 matured coconut Financial support to maintain 455,600 Ahi seedlings Process Improvement KPI 4: Financial support for working after hours (overtime) Nil 5,000hrs 5,000hrs 5,000hrs Process Improvement KPI 4: Purchase or hire truck No truck Purchase new truck Capacity Development: Planned Status of Human Capacity at the end of the corporate plan year  1 (HOD) frequently absent  2 x drivers  1x Extension Officers  3x Extension TO2  2 x Nursery TO2  2 x Nursery Forest Assistant  10 x daily paid nurserymen  1x daily paid office clerk  1 PFO to assist the HOD.  Tongatapu : 6 x Coconut & Ahi replanting Labours  Vava'u: 6 x Coconut & Ahi replanting labours  Ha'apai: 6 x Coconut & Ahi replanting labours  'Eua: 3 Coconut & Ahi replanting labourers  Niuas: 6 x Coconut & Ahi replanting labour Assumptions (inverse implies Risk)  Recruiting of Forestry staff in the extension service;  public awareness program and trainings; 79  nursery supplies,  technical equipment  workforce increased  reliable transport  regular media programs,  Educational tree planting program Human Capacity Improvement KPI: 1 Principal Forestry Officer (PFO) to assist the HOD. Nil 1 0 0 Human Capacity Improvement KPI: Employ new daily paid workers to carry-out coconut and Ahi new planting 15 Daily labourers  Tongatapu : 6 x Coconut & Ahi replanting Labours  Vava'u: 6 x Coconut & Ahi replanting labours  Ha'apai: 6 x Coconut & Ahi replanting labours  'Eua: 3 Coconut & Ahi replanting labourers  Niuas: 6 x Coconut & Ahi replanting labours Human Capacity Improvement KPI: percentage of staff days taken as sick days (baseline: 15%) 35% 12% 8% 2% 8.7 Fisheries Division Impact: Sustainable livelihood and prosperity from agriculture (including livestock & forestry) & fisheries Outcome: Vibrant, inclusive agriculture & fisheries communities, meeting their prioritized service needs and ensured equitable access to development benefits Output: That the performances of producers (growers, livestock, forest, fisheries, exporters, processors, women, youth resource operators) is improved Output Performance Level: That appropriate scientific technologies developed and effectively improve performances of producers and affective planning and reporting (Administration) Current Position End of Corporate Plan Year 1: 2014/15 End of Corporate Plan Year 2: 2015/16 End of Corporate Plan Year 3: 2016/17 Output to Customers at the end of the year  Reporting on time but officer responsible has moved to another Unit.  Able to provide 2 management plans for Tuna and Snapper, and currently undertaking consultation for t he Aquaculture  Recruit a full person to fill the role – Fisheries Officer level 9  2 new fisheries management plan – aquaculture and sea weed  50% Data is  Report completed and produces on time.  2 new fisheries management plan – milkfish, live rock  80 % data uploaded  Improve staff capacity.  Provide management plans for all fisheries products.  Staff trained to 80 Management plan.  Analysis of data is not available partly due to the inability to upload the data into the system on time  Yet to establish the integrated management system (IMS) uploaded  To create 1 graduate level 9 IT post for Integrated Management System (Only 1 non graduate currently working in IT Section)  To create a driver post to assist the office work and other section matters undertake data analysis thus making sure reports are available  Plan for the office block in place.  Current office building renovate,  Haapai Office and living quarters are rebuild/renovated.  100 data uploaded and analysed   Output KPI 1: Reports meet deadline Annual Report provided by end of August AR provided 3rd week of August AR provided 2nd week of August AR provided by 1st week of August Output KP2: Number of Fisheries Management Plans produced 2 plans 2plans 2 plans 2 plans Output KP3: percentage of data upload Late uploading of data 0.5% 0.2% 0.1% Capacity Development: Planned status of Internal Process at the end of the corporate plan year  Annual reports are provided on a financial year period.  No set time for conducting consultations prior to preparation of the plan  No quarter reports produced  Annual reports are provided on a financial year period.  Set timeline for consultations  Formulate quarterly reports  Annual reports are provided on a financial year period.  Set timeline for consultations  -Formulate quarterly reports  Annual reports are provided on a financial year period.  Timely consultations Assumptions  Available staff – annual report will be on time.  If no staff no timely production of annual report  Report will be timely  Report will be timely  Report will be timely Process Improved KPI: Clear timeline 81  Annual report provided one month from end of financial year  Management plan provided according to set time line.  Quarterly report provided on time  Monthly updating of database  Ongoing  Ongoing  Ongoing Human Capacity Improvement KPI 1:  Reporting on time but officer responsible has moved to another Unit.  Able to provide 2 management plans for Tuna and Snapper, and currently undertaking consultation for the Aquaculture Management plan.  Analysis of data is not available partly due to the inability to upload the data into the system on time  60%  Recruit one 2 Fisheries Officer level 9, one for Planning and one for Administration  80%  90% Human Capacity Improvement KPI Number of posts filled: No staff available Recruit 2 staff OUTPUT 2 Impact: To develop and promote a just, equitable and progressive society in which the people of Tonga enjoy good health, peace, harmony and prosperity, in meeting their aspirations in life Outcome: Dynamic public and private sector partnership as the engine of growth, by promoting better collaboration between government and business, appropriate incentives and streamlining of rules and regulations Output: SUSTAINABILITY: MAFFF develop and maintain high quality agriculture (crops, forestry, livestock) and fisheries services in order to ensure the sustainability of its services Output Performance Level: Effective cooperation and engagement with cross government committee and stakeholders (to strengthen PPP and deliver results to the private sector) Current Position End of Corporate Plan Year 1: 2014/15 End of Corporate Plan Year 2: 2015/16 End of Corporate Plan Year 3: 2016/17 82 Output to Customers at the end of the year  Early stage of developing partnership (est National Council for Fisheries, as well as in the outer islands).  Developing Special Management Areas in Coastal Fisheries – Community Involvement.  Demand for SMAs exceeds funding availability  Incentive – 300,000 to support export capacity of Fishermen.  Lack of training for existing staff who currently involve in SMA program and Scuba diving  To re-establish the outer island station that no longer operated (‘Eua, NTT, NF)  To install an ice block machine for Pagai and Nomuka to help the fishermen  1 outboard engine for Pangai  Improvement of Private and Public partnership in relevant issues Tuna Management Committee, Snapper Management Committee  Increase numbers of SMA established  Establish the revolving account for Export Fisheries Fund  Technical assistance reached out to outer island  To re-establish the Fisheries station in ‘Eua  To install ice block machine to Pangai, Ha’apai  Improvement of Private and Public partnership in relevant issues  To re-establish the Niuatoputapu fisheries station  To install ice block machine to Vava’u to support the Fishermen  1 out board engine to Ha’apai Fisheries  Fully established and operate of National Fisheries Council.  Established and developed 20 SMAs  Sustaining development of Fisheries sector through the Fisheries Export Revolving Fund – 1 million paanga for revolving fund  To re-establish the Niuafo’ou station that no longer operated.  To install ice block machine to Nomuka station to support the fishermen 4. 5. 6. Output KPI 1: Number of PPP meetings  Irregular meetings with stakeholders  Regular meetings- quarterly of the Management Committees  Monthly meeting of the Management Committee meetings/year  Regular meeting of the Management Committee Output KPI 2: Number of SMAs established  8 SMAs already established  4 SMA (T$160000) - $40000 per SMA  4 SMA (T$160000) - $40000 per SMA  4 SMA (T$160000) - $40000 per SMA Output KPI 3: Number of application for the Fisheries Development Fund  2 applicants currently utilizing the funds  4  6  10 83 Output KPI 4: Number of staff trainings  Lack of fund available for staff training  2 scuba diving trainings (T$ 600.00)  2 scuba diving (T$ 600.00)  2 scuba diving (T$ 600.00) Capacity Development: Planned Status Internal Processes at the end of the corporate plan year  Standard criteria in place  Consultation, formulation of plan, baseline survey.  Review the criteria and process.  Ongoing  Ongoing Assumptions (inverse implies Risk)  If PPP is not developed and nurtured it will affect the work relationship and ultimately exports and the economy  If SMA will not be established conservation of marine resources will be affected as well as the food security.  No fund available fisherman will not be able to support the export sector  Technical assistance cannot reach local people, if the outer island station cannot operate.  National economic increase when fishermen production increase if we supplied an ice block machine for Pangai and Nomuka  Improve line of communication and work relationships with partners and communities  Established fund and fully operational  Fishermen revenue increases  Ongoing  Monitor payment of loans  On going  Ongoing  ongoing Process Improvement KPI 1: Number of meetings Very little 4 4 4 Process Improvement KPI 2: Number of consultations conducted 8 SMA consultations, planning formulated and baseline surveys 4 4 4 84 undertaken Capacity Development: Planned Status of Human Capacity at the end of the corporate plan year  Lack staff to support operation of SMAs  Staff need skills to deal with people  Regular meetings with clients/working communities  Recruit FO and FA to support the SMA and baseline survey  Recruit a TO.II level to assist the Private sectors matters (under management Policy)  staff &training on how to handle difficult client  At least 2 meetings with clients/councils in a year  To recruit SFO post to Vava’u to support the SMA program  ongoing  To recruit FA post to Ha’apai to support SMA program  Ongoing Assumptions (inverse implies Risk)  If no staff is recruited it will affect the target set for SMAs each year  No training on how to handle people will result in a weakness in the work relationship with clients  If fund will not be available it will affect the ability of fisherman to export fish - will decline. Human Capacity Improvement KPI: public awareness  Once a month television and radio program 2 2 2 OUTPUT 3 Impact: To develop and promote a just, equitable and progressive society in which the people of Tonga enjoy good health, peace, harmony and prosperity, in meeting their aspirations in life Outcome: That appropriate scientific technologies developed and effectively improve performances of producers Output: PRODUCERS PERFORMANCE. That the performances of producers (growers, livestock, forest, fisheries, exporters, processors, women, youth resource operators) is improved Output Performance Level: Timely and effective Research Service Current Position End of Corporate Plan Year 1: 2014/15 End of Corporate Plan Year 2: 2015/16 End of Corporate Plan Year 3: 2016/17 Output to Customers at the end of the year  Hatchery productions currently running for giant clam and pearl production  Production impacted by  Improve production – variety of fisheries and quantity  require enough feed for larvae  Ongoing  All selected species increase production and culture technique established.  Will increase variety 85 lacking feed – live algae to feed larvae.  Unable to undertake baseline survey for sea cucumber  establishing data collection system for domestic market  no bio sampling conducted  Current office base is use for laboratory activities but it is too small and insufficient  conduct baseline survey for sea cucumber  Training of staff to undertake collection and analysis of bio sampling data  Design laboratory for Tongatapu & Vava'u  Ongoing  Ongoing  Procure and build laboratory for Tongatapu species production at hatchery - sea weed and sea cucumber.  Able to cover 50% fishing outlet in Tongatapu  Conduct the baseline survey for sea cucumber  Trained staff on data analysis and conducting of bio sampling.  Build laboratory for Vava’u Output KPI 1: increasing variety of fisheries farmed  Giant clam and pearl are currently spawned in the hatchery  Piloting of Sea weed farming and sea cucumber and ongoing work for giant clam and pearl  Milkfish , Tilapia and live rock farmed  ongoing Output KPI 2: No of bio sampling surveys conducted No survey conducted yet 6 surveys 10 surveys 12 surveys Output KPI 2: No of laboratory completed No laboratory Design 1 laboratory procure and build for Tongatapu Build 1 laboratory for Vava’u Capacity Development: Planned Status Internal Processes at the end of the corporate plan year  Currently undertaking grill survey twice a week in Tongatapu  Seeking assistance with guidance on how to conduct and analyze bio sampling  Improve survey  Set up the process of how to conduct and analyze bio sampling  Ongoing  Ongoing  Ongoing  Ongoing Assumptions (inverse implies Risk) 86  If increase production will increase revenue  If baseline survey is conducted we will have a fair of the quantity of sea cucumber available in our seas  If the lab is completed, research work will be improve and hatchery production increase  Lack of staff  If no money to support the operation no production and lead to decline in revenue  We will make right decisions regarding harvesting of sea cucumber  If no money to support the operation no production and lead to decline in revenue Process Improvement KPI 1: 60% of the time 80% of the time 90% of the time 97% of the time Capacity Development: Planned Status of Human Capacity at the end of the corporate plan year  Lack of appropriate skills  Undertake relevant training  Recruit 2 Fisheries Assistant to assist with hatchery work and surveys  To create Deputy Secretary post for a returning scholar – Offshore Fisheries  Ongoing  To create Deputy Secretary level to support the Aquaculture development Assumptions (inverse implies Risk) No staff available the surveys, will not be conducted as frequently as desired, and hatchery work will be affected Human Capacity Improvement KPI 1: Number of staff recruited Lacking by 2 staff 1recruited 1recruited OUTPUT 4: Impact: To develop and promote a just, equitable and progressive society in which the people of Tonga enjoy good health, peace, harmony and prosperity, in meeting their aspirations in life Outcome: That the national bio security processes are developed and implemented in line with international obligations Output: SUSTAINABILITY: That MAFFF developed and maintain high quality agriculture (crops, forestry, livestock) and fisheries services in order to ensure the sustainability of its services Output Performance Level: Effective Monitoring, control, surveillance and development system and fish stocks. 87 Current Position End of Corporate Plan Year 1: 2014/15 End of Corporate Plan Year 2: 2015/16 End of Corporate Plan Year 3: 2015/16 Output to Customers at the end of the year  There’s lack of management framework for enforcement, inspection and training  Difficulty in meeting international obligations regarding CMS  VMS reporting irregular  Cannot support monitoring (VMS) at all time.  Cannot meet observer obligation  There is no one Supervising/Heading this Section – MCS – Former HoD was transferred by the PSC to head quarter  Cannot meet various obligations to international fisheries agencies  Review fisheries policy and legislation and Act  There is no supporting staff to assist the licensing unit (data entry and statistical analysis)  Need supporting staff for observer and VMS programme and training   Partly meeting CMS, VMS and other international fisheries obligations/reporting requirements  Review aquaculture management act, Tuna management plan  Recruitment of staff (SFO, 2 x TO.II)  Improve reporting  Create Senior Fisheries Officer post to head this Unit, to be able to with meet various obligations/reporting to international fisheries agencies  Develop sea cucumber and seaweed management plan  - Recruitment of staff  Recruit staff and trained in this high tech equipment for MS  Trained more Observer and improve current observer system  Regular VMS reporting  Ongoing Output KPI 1: % of international obligations/reporting met 50% 75% 90% Output KPI 2: % of observer coverage achieved At least 20% observer coverage achieved Above 60% observer coverage achieved and Above 80% observer coverage achieved and Above 90% observer coverage achieved and 88 maintained maintained maintained Capacity Development: Planned Status Internal Processes at the end of the corporate plan year  No head for MCS Section, because the former head was transferred to the Head office.  Lack of supporting staff to assist the license section, observer programme  Recruit SFO – level 7 to be head of the MCS  Recruit 2 x TO.II to support the sections  Recruit to support the existing staff  Assumptions (inverse implies Risk)  If MCS management framework establish for (enforcement, licensing, observers and VMS), work will be improve.  If recruit a head for this unit, it will able to meet various obligation for international and regional agencies.  More training (debriefing, observers etc) worker feel committed Process Improvement KPI 1: 60% of the time 80% of the time 90% of the time 97% of the time Capacity Development: Planned Status of Human Capacity at the end of the corporate plan year  Lack of staff to head MCS Unit  Lack of supporting staff for licensing unit and enforcement unit(1 staff currently work for observer program and 2 for licensing  Recruit one Senior Fisheries Officer  Recruit 2 x TO.II   Assumptions (inverse implies Risk) Workers satisfied and feel committed Workers satisfied and more committed Workers satisfied and more committed 89 Human Capacity Improvement KPI 1: No. professional workers remained (45%) 45% 70% 85% 97% 9 Risk and Assumptions There are potential risks and assumptions which can jeopardize the successful of plan for the Ministry. 9.1 Support of Development Partners The plan assumes that development partners will continue to support the Ministry. Specific development partners currently involved are FAO, SPC, World Bank, ADB, AusAID and NZAid. 9.2 Climate Change It is assumed that there will be no great deal with any negative impact of climate change in agriculture and fisheries activities in next 3 years. 9.3 Natural Disasters Since natural disasters are beyond our control, it’s assumed that there will natural disasters (cyclone, draught, etc) once in every two years. 9.4 Pests and Diseases The plan assumes that there will be no harmful pests and diseases that may have negative impact on crop yield in next 3 years.